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1. Ministerial Advisory Board First Quarterly Report
SUMMARY OF THE BOARD’S ASSESSMENT AND FEEDBACK
1. This document provides a summary of the Ministerial Advisory Board’s (the Board’s)
assessment of Oranga Tamariki’s progress towards change for the past quarter. This is in
our assurance role under the terms of reference set for us by the Minister for Children. Our
assessment is drawn from the accompanying detailed table.
2. In addition to providing a written summary view of our assessment, we also note themes
and examples of what we have heard through engagement over the last quarter, particularly
from Oranga Tamariki’s frontline staff. We finish this report by setting out key areas we wil
be looking for progress on for our next quarterly assurance report in June.
TE KAHU RANGATIRA – THE BOARD’S ASSURANCE FRAMEWORK
3. Te Kahu Rangatira is how we describe our assurance framework. It has been developed
through and reflects the lens of Te Kahu Aroha and of Te Au o te Kanohi Māori.
4. This framework draws inspiration from the feathers that make up Te Kahukura Rangatira,
and acknowledges the different birds and the colours of their feathers that adorn this cloak.
It is this kahukura that the Ministerial Advisory Board utilises to indicate our levels of
assurance on the actions and activities by Oranga Tamariki as they progress their journey of
change.
5. That is not to say that any of the feathers draw positive or negative connotations, but rather
are intended to draw the Minister’s attention to where it is needed most. It is the ultimate
aspiration of this Ministerial Advisory Board to be able to provide the Minister with a
Kahukura adorned only by the feathers of the Kiwi, as that wil be the confirmation that their
role to provide assurance has successfully supported Oranga Tamariki to be able to achieve
the transformation sought.
• Throughout this report you wil see each action identified with one of the colours of
Te Kahu Rangatira. This is also captured in the one page view that summarises our
quarterly assurance to you. The colours are:
o Kakariki – Te Kahu Kiwi
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o Kōwhai – Te Kahu Korimako
o Karaka – Te Kahu Kākā
o Whero – Te Kahu Tieke
STRUCTURE OF THIS REPORT
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6. There are three sections to this report:
a. The first is a summary of our assessment as to the level of assurance we can
provide at this time.
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b. The second outlines feedback gathered from Oranga Tamariki frontline
kaimahi during a series of online clinics. We have also heard from Māori
organisations, noting that due to covid settings we have not been able to
engage as much as desirable.
c. The third sets out the specific progress we wil  be looking to report on in our
next quarterly report, by which time we wil  expect that many of the Future
Direction Plan’s 40 actions wil  be in the implementation phase. We
acknowledge that a number of actions are not able to be implemented yet.
SUMMARY OF ASSURANCE
Overall
7. The Board has been tasked with providing assurance to the Minister for Children on
Oranga Tamariki’s progress towards change on a quarterly basis. This is the Board’s first
quarterly assurance report, and it fal s at a time of ongoing significant change and
restructure within Oranga Tamariki. Part of the chal enge in providing assurance at this
stage of the transformation process is that visible change is inevitably limited. It is
important that the building blocks for change are being put in place, and that al  levels of
Oranga Tamariki and Māori and community partners know the plan, see the
commitment, and understand the timeframes for change.
8. Our overal  assessment for the period of November 2021 to February 2022 is that there
is activity underway and a degree of anticipation, particularly at the national office level.
There is also evidence of profound cynicism that change wil  eventuate. This is heard
particularly from frontline kaimahi as over the years there have been numerous reports
and recommendations for change with little or no fol ow up. Moreover, the last six
months have been especial y tough for the frontline due to resourcing pressures. While it
may be inevitable for things to appear worse before they get better, we have significant
concern that frontline kaimahi are losing hope that they can provide professional
standards of practice while holding on for things to get better.
9. While there is activity underway, and Oranga Tamariki’s reporting shows they have been
busy, it is not clear what the activity wil  add up to in the longer term. It is accepted that it
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may be too early to see an outcomes framework behind the plan now, but we need to be
assured that it is building. For future assurance reports we want a clear sense of the
intended outcomes of activities and actions, and realistic and measurable indicators of
progress in place so it is feasible to judge whether milestones are being met. We would
be happy to contribute to the development of the outcomes framework as it aligns wel
with the pathway to achieving the aspirations of Te Kahu Aroha.
10. A number of priority areas of the Future Direction Plan are on pause until the new Oranga
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Tamariki Leadership Team (OTLT) is in place (actions that are yet to progress are greyed
out in the table). We accept that for some actions, pausing is a necessary position.
However, Oranga Tamariki must not al ow momentum to slip beyond this first phase as
this could risk the momentum and hope given by Te Kahu Aroha.
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11. Moreover, we think there is work on some key actions that could be undertaken in
preparation of the new OTLT being in place. A primary example of this is the urgent need
to clarify the purpose of Oranga Tamariki. Setting this wil  enable a better chance of
success, and – critical y – wil  help clarify and articulate Oranga Tamariki’s place in the
social sector ecosystem. There are staff within Oranga Tamariki who are working hard to
get changes underway and are more than capable of advancing options to present to the
new OTLT to consider as soon as they are in place.
12. There is also a pressing need to clearly identify the role of other agencies, and areas
where they should be actively leading or where they should be supporting Oranga
Tamariki. As we said in Te Kahu Aroha, clarifying the purpose of Oranga Tamariki wil
help anchor the agency for the future, compared with its current (and long-standing)
vulnerability to being blown off course. We believe the purpose of Oranga Tamariki
needs to be agreed and in place urgently. The Board is anxious that this does not wait
another six months, and wil  be actively assessing its progress over the coming quarter.
13. While it is too early to test results, we also see promise in a number of actions in the
plan. There is evidence of a range of good planning and thinking in place, and this has
been clear through conversations we have had with very engaged leaders across
multiple tiers of Oranga Tamariki. We feel confident there are leaders within the
organisation who understand the scope of change needed and are thinking hard about
their role in the change process. These leaders can be a bridge to faster action while the
tier two leadership level is cemented.
14. One of Oranga Tamariki’s greatest strengths and assets is the passion and dedication of
their kaimahi, from the frontline, through sites, regions and at al  levels of national office.
It is a chal enging but very important space to work in and requires commitment and
hard work; we see both evident in al  our engagement with kaimahi. We wil  continue to
engage to ensure visibility of change and intended impact is being achieved
15. We are pleased to see the practical approach being taken by those enabled to do so,
noting in particular the work of Youth Justice and Care residential teams who are
advancing change at the operational level. This is even while awaiting finalisation of the
reset and appointment of the new OTLT. We agree that taking a proactive approach in
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order to be ready to make change as soon as the new OTLT is in place is needed.
16. As final comments we acknowledge that there are resource, funding, and capacity
chal enges at this stage of the Oranga Tamariki reset. We are working proactively with
Oranga Tamariki to ensure streamlined information flows in the future, and that wil
benefit us both and can align with internal reporting cycles so as not to risk duplication
of effort. Our intention is that the assurance we provide wil  help guide Oranga Tamariki
and support the change needed, rather than default to a compliance exercise.
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Summary of assurance by theme
17. This section summarises the Board’s assessment of each section of the Future Direction
Plan (the plan). It is drawn from our detailed assessment table and focuses on the
actions due for progress by this time.
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Theme 1: Organisation Blueprint
Overal  Statement: To support and deliver transformation, we need a structure that aligns
functions to best effect, has clear accountabilities and, reduces duplication, and supports
joined-up approaches across functions that need to work together.
Organisational Blueprint Summary
18. The Board notes that the work in this section is critical to improving the ability of the
organisation to engage more efficiently and effectively and to be more responsive to the
community. The initial stages of structural change are understood by the Board in
rationalising the size and structure of the organisation and clarity of roles and functions.
However, we are interested in how the intended cultural shift wil  be achieved.
19. A critical action in this section is the development of an operating model that drives
local y led and central y enabled ways of working. The Board notes that to develop an
operating model, there needs to be a confirmed role and purpose of the organisation and
a partnership strategy to understand what the agency leads on, and where communities
may lead. This step could be seen as a critical pathway to devolving decision-making to
Māori and communities. There is a further action related to this which is ensuring the
operating model al ows the agency to invest more resources and staff into early support.
We would like to know whether this fits within our view of prevention being a ‘spectrum’
and how the action connects with the different areas of prevention from a broader
Oranga Tamariki, government agency and community-led perspective.
20. The Board is pleased to see the work to date on the action to strengthen the feedback
and complaints system. We see this as a critical step in ensuring a quality experience for
tamariki, rangatahi and whānau who come into contact with Oranga Tamariki. We know
there is stil  a lot of work to be done in this space and we look forward to exploring this in
more detail over the fol owing quarter.
21. We are also pleased with the progress of the transition plan for care and protection
residences and note there wil  be more to report on in the next quarter. The Board
expects there to be a focus on tamariki with disabilities, as wel  as high and complex
needs, within this work as with al  actions of the Future Direction Plan.
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22. The last action in this section is to place the voices of tamariki and rangatahi at the
centre of decision-making at al  levels and support tamariki and whānau to participate in
and be central to decision-making. The Board want to see specific examples of how
voices are supporting decision-making, and the processes that exist to feed insights into
a broad range of decisions. In addition we believe the achievement of this action
depends heavily on social worker capacity as quality time is what is needed for tamariki
to feel heard and included in decision-making. We also believe caregiver voices are
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absent in this work and we see their role as important for enabling conversations with
younger tamariki in particular, to learn from their care experiences.

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Theme 2: People and culture
Overal  Statement: The long-term success of transformation hinges on the creation of a
culture that acts as an accelerator of positive change.
People and Culture Summary
23. The Board notes there are actions within the People and Culture section that are critical
to achieving the long-term change we would al  like to see. We believe priority should be
placed on the Kaimahi Ora Strategy and the Workforce Strategy, and we are interested in
knowing how al  strategies relevant to hiring, inducting, training and retaining staff wil
form part of an integrated whole strategic approach.
24. From what we have seen to date, the Kaimahi Ora draft strategy seems largely intended
for frontline staff, though we have not seen evidence that there has been specific
engagement with this cohort yet, with engagement to date focused at the national office
management level. We note there is consultation due to end in March, and the Board wil
be able to provide further Assurance on this in Quarter 2. As for the Workforce Strategy,
we feel the internal strategy needs to go beyond social workers. While there should be a
strong focus on social workers, there is risk of marginalising groups of staff. A Cabinet
Paper is due for delivery in March, and we wil  be able to report further over the fol owing
Quarter.
25. The Board notes there is an action to develop a model to inform al ocation and
resourcing decisions at regional and national level. While we understand this model wil
not be developed until the new leadership team is in place, we expect to know more over
the coming quarter about how workforce demand and caseloads wil  be measured and
whether this wil  be tested against frontline staff experiences. There is a risk here of
underestimating the complexity of frontline workloads.
26. The Board is pleased to see there has been a significant amount of activity undertaken
against the action to develop a suite of cultural competency programmes for staff. We
would however like to know more about the alignment between Te Hāpai Ō and the
Practice Programme. Given the size and breadth of work that frontline kaimahi do, we
understand why it is necessary to tailor an approach to meet their needs. However, the
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capability should be consistent across Oranga Tamariki, and this is critical for
organisational cohesion.
27. The remaining two actions under this theme are not due to be progressed until the new
leadership team is in place and the Board expects, to provide assurance on these in the
next quarter.

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Theme 3: Relationships, Partnering, and Decision-Making assurance
Overal  statement: To put tamariki and whānau at the centre of the system, we wil  build
required levels of trust and capability, alignment and transparency to achieve authentic and
genuine partnership and participation, including the participation of tamariki and rangatahi.
Relationship, Partnering, and Decision-Making Summary
28. The Board notes that this section is critical to achieving the long-term change we need to
see and bringing to life the intent of Te Kahu Aroha, and we are pleased to see promising
activity in this section.
29. The action to work with iwi and community leaders and Regional Public Service
Commissioners in each region to identify opportunities to co-design services and co-
locate with partners is an important one. As we have already indicated to Oranga
Tamariki, we are concerned that acceleration of this action in only three regions may
hamper opportunities with al  other hapū, iwi, Māori col ectives and communities.
Although there is progress in these regions, there is a concern that they could be
perceived to have been pre-selected to best meet the needs and readiness of the
business rather than that of communities. While we recognise that activity in this space
is subject to reprioritisation and budget constraints, the Board is not able to provide
assurance that this activity meets the standard of being community-led, regional y
enabled, and national y supported at this time. The timing and effectiveness of this
action is dependent on appointing Regional Public Service Commissioners and this adds
to our concerns as to whether this wil  truly be community-led.
30. We are pleased to see an action for greater investment in partners with a particular focus
on early support. However, the Board would like to know more about what is meant by
early support and whether this is a direct response to the call for a greater shift to
prevention as intended in Te Kahu Aroha. We recognise that progress on this action is
planned for Quarter 2 and is subject to Government approval for additional funds to
invest in communities over the next few years. The Board would like to see more detail
of the implementation plan being developed which if approved sets out how additional
funds wil  be invested.
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31. We see the action relating to the delivery of Transition Support Services as a priority and
we would like to see more information on the growth of transition support workers and
whether this has been driven by a demand in the service internal y. The transition service
has been the subject of feedback from many community groups and care experienced
young people, and we look forward to seeing more data for assurance in Quarter 2 on
how widely used the service is within the organisation.
32. The Board would like to understand more about the intent of the action to prototype new
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approaches to partnering that enable decision-making and resourcing to be made in
closer proximity to whānau. As with an earlier action in this section, we have concerns
with the inward focus and approach to community engagement. While we appreciate
there are budget constraints, we believe there is a risk of communities being left behind.
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We are also concerned to see that there is no reference to Family Group Conferences
against this action. We look forward to providing further assurance on this in Quarter 2.
Theme 4: Social Work
Overal  statement: We wil  enhance the mana of social workers across both the agency and
the wider care and protection sector so we can better support tamariki, rangatahi and whānau
needs.
Social Work Summary
33. In this section of the Plan, the Board wants to see commitment and progress with
enhancing the mana, voice and professionalisation of social work as the core of the
organisation. This was one of our overarching recommendations of Te Kahu Aroha. At
this stage, over half the Social Work actions are on hold so we wil  be checking for
significant progress on these actions over the next quarter.
34. A critical action in this section is setting a clear direction to only use s78 Without Notice
orders for tamariki when there is clear evidence of solid engagement or attempts at
engagement with whānau, which leads to a workable safety plan being put in place. The
Board notes that Oranga Tamariki has already set a clear direction regarding the use of
s78 Without Notice orders. Moving forward we would like to see a plan to provide
ongoing support for the frontline staff making decisions. We note there has been a lot of
work done against this action and data shows a dramatic drop in the application of s78
orders. The Board would like more information on how safety is ensured in situations
where s78s would have previously been used.
35. The Board notes that the action to work with the Social Worker Registration Board
(SWRB) to introduce micro-credentialing for supervision and other specialist areas is
encouraging. While we cannot see evidence that Oranga Tamariki has engagement with
the SWRB, it is expected that this wil  occur over the next quarter and wil  grow into
meaningful col aboration. The Board understands that Oranga Tamariki is developing an
internal micro-credentialing framework for accreditation, as part of an enabling project to
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support the Leading in Practice Programme. This framework wil  align with the New
Zealand Qualification Authority (NZQA) framework and support Oranga Tamariki's shift
to using unit standards associated and monitored by the NZQA.
36. We are pleased to see that there are actions (4.4 and 4.5) in this section which align well
with both Te Kahu Aroha and the recommendations from our review of residences. This
is encouraging and the Board notes that there has already been some positive activity in
the youth justice space against these actions.
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Theme 5: Data, Evidence and Insights
Overal  statement: Ensure robust data, research and information flows that support ongoing
transformation. This includes ensuring that our understanding of how tamariki are
experiencing care is current, accurate and equitable.
Data, Evidence and Insights Summary
37. The Board is pleased to see that there have been many activities undertaken against the
actions in this section. An overarching comment we have is that the establishment of a
Data Governance and Stewardship group should sit more broadly across al  data,
insights and evidence work including the CYRAS replacement work. The replacement
itself is a mechanism through which significant gains in data quality can be achieved.
38. The Board believes Whiti wil  improve access to operational data by frontline workers,
and we note the importance of Whiti as an information source for reports to senior
management, external agencies, and the Minister. The project is on track for national rol
out in April 2022 in a staged delivery approach, and as Whiti is identified in several other
activities, a successful rol  out wil  be important for progress in these areas. We look
forward to providing assurance against the progress of this work in future quarterly
reports. The Board would like to see more detail of the ongoing support and coaching
made available as Whiti is rol ed out. This is to ensure that information available is used
to support leaders and kaimahi in their work and decision-making.
39. There is general agreement that the case management system needs to be replaced as
it is no longer fit-for-purpose, and hasn’t been for some while. This impacts directly on
the frontline work and the quality of information and data available to inform decisions. It
is not yet clear in the plan how this wil  be advanced. The information provided so far
indicates only the intention to bid for funding to develop a business case with no clear
direction of how this work may progress. If the bid for funding is successful, this could
take a considerable amount of time to develop. If unsuccessful, there is no clear plan for
how this action can commence. The delay against this action is a concern and the Board
would like more information regarding this work for future reporting.
40. With regards to the action to share data and evidence on the needs and chal enges of
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whānau and the support and resources that can make a difference, this work is
contingent on ensuring the information needs of the community are known, understood
and respected. Any actions taken should specifical y address these information
requirements. The Board would like to know more about how the insights and data wil
be used to inform better data sharing and how this work wil  be developed under the
Enabling Communities work.
41. We are pleased with the progress to replace the Oranga Tamariki data warehouse so far.
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This action is important for improving the availability, consistency, relevance, and range
of data available across the business to inform decision-making. The Board is keen to
hear more about other information sources that wil  be integrated and centralised as part
of the ongoing development of the information infrastructure, and work to reduce
differences both in and between internal and external reporting.
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42. The last action in this section is to deploy the Social Wel being Agency’s Data Exchange
to ensure data can be shared between Oranga Tamariki and partners in a safe and
secure way. We would like to know more about how the information for sharing was
agreed and how this helps to achieve a future-proofed tikanga approach to sharing
information with hapū, iwi, Māori col ectives and communities. We believe our
community engagement is important for this work, to ensure the information needs of
the communities are known, understood and respected, and that activity against this
action serves to address these information needs.

THEMES FROM FEEDBACK
43. We understand how important it is to test that change is visible and having the right
impact at the right levels. We have therefore prioritised engagement throughout our
term, to provide transparent channels for the frontline and for communities. We have had
a particular focus on Māori communities considering the disproportionate number of
tamariki Māori in the system and in line with our terms of reference. We want to hear
what they experience, and help build trust that they are being heard, listened to and
respected. For this first assurance report we have engaged as much as we were able to
in the current pandemic climate. While this has limited the level of engagement we
hoped to achieve, we have nonetheless had valuable conversations. We outline some
highlights of these below.
44. We wil  ensure regular channels are in place to hear from Māori organisations and
community groups, and from Oranga Tamariki’s frontline. This is so that feedback wil
feature strongly in future reports.
Engagement with Māori and community partners
45. So far this year we have engaged with 10 Iwi, Māori and community organisations to
receive feedback fol owing the release of Te Kahu Aroha and the Future Direction Plan.
46. It is clear that aspirations remain as expressed in Te Kahu Aroha, to lead in the area of
prevention, and to practice rangatiratanga by caring for their own tamariki and tamariki
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from other iwi in their takiwā. Communities are ready and waiting to get underway.
“This is no longer a moemoea, this is the time for Māori to care for Māori”
47. Iwi have articulated a strong desire to care for their own tamariki, they have their own
solutions and need trust, not instruction. They have expressed their:
•  desire to be a part of the decision-making process for the selection and contracting
of providers within their takiwā to ensure best practice and that tikanga is maintained
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throughout the care journey for tamariki in their rohe
•  desire to practice their kaitiakitanga by being involved in and overseeing any care and
protection orders made for tamariki in their takiwā in order to contribute to the goal
of keeping tamariki within their own whakapapa
•  readiness to put their hands up for any ‘safe to lead’ programmes.
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48. Of those Māori and Pasifika community groups and providers we have engaged with,
there was evidence of partnership and col aboration between them and to others:
“The difference between what we do, and what non-kaupapa Māori providers do is that
we do not see other providers as competitors, we see them as whānau, we don’t fight
over funding and resources, we pool it together to help our whānau”
49. From informal conversations through our own networks, we have heard that the early
actions and communications from their Oranga Tamariki partners are sending some
promising signals. However, resourcing is yet to flow and not al  communities have been
engaged with. They are also concerned that funding wil  not be adequate for what they
might be expected to do.
“If it costs a dol ar, then it costs a dol ar, not 50 cents”
50. There are other communities that should be engaged with by Oranga Tamariki as a
priority. We are hearing from the Pasifika community of Auckland, for example, that they
do not see themselves in the Future Direction Plan and have not been asked to
contribute to it. It is important that iwi, hapū and communities outside of the three
starting communities know they wil  get an opportunity to lead their own response.
Improving outcomes for tamariki requires al  parties to be on board and this requires a
wide range of opportunities for communities to be invited to work in partnership with
Oranga Tamariki.
51. In our second assurance report, we wil  have a specific focus on ensuring that progress
is being made on deepening and broadening, as wel  as resourcing, the range of
engagement and partnerships necessary to transform outcomes for tamariki, rangatahi
and their whānau.
Engagement with Oranga Tamariki’s frontline
52. In preparing this first quarterly report, we have engaged as much as we were able to with
Oranga Tamariki’s frontline. We were not expecting visible change to be apparent to
them yet, considering the organisational reset is stil  in progress. However, we did expect
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them to know about Te Kahu Aroha and the Future Direction Plan, and have a growing
sense of what changes they could expect to see. We are particularly disappointed that
this does not appear to be the case for the majority of those we met with.
53. We met with 89 kaimahi from sites across the country, with the majority being social
workers and supervisors, however there were also several workplace administrators
joining the conversations also. The feedback we heard was that those who were aware
of Te Kahu Aroha and the Future Direction Plan had only heard about them when they
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were first released, with most hearing nothing further since.
“Te Kahu Aroha and the Future Direction Plan were briefly discussed at a team
meeting, then again within the leadership group but they have not revisited”

“Te Kahu Aroha gave us hope, but I feel like we are now going backwards”

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“It didn’t filter down to me, I googled the report and the information myself. Maybe I
missed a briefing. We get so much information coming through to us”

54. Worryingly, the majority of social workers and supervisors we spoke with said that stress
and workload had worsened over the last six months. We heard this was particularly due
to confusion as to whether a freeze on employing new staff was in place for the
frontline. While we understand from National Office that this was communicated as only
back-office roles and there was no blanket freeze for sites, this has not been consistently
applied or understood.
“I feel deeply for my col eagues in the care team who are dropping like flies, burning
out in front of our eyes”

“I’ve been in the service for 15 years – never been busier”

“Case loads are so high, unallocated lists are high, it’s dangerous”
55. Al  sites we spoke with believed there was a freeze, and regardless of the facts of
whether this was the case or not, financial constraints have affected their ability to fil
vacancies. This has had a huge impact on the safety and wellbeing of frontline workers.
While the development of the Kaimahi Ora strategy is identified as a priority within the
Future Direction Plan, it is not yet developed enough to assist in the ‘here and now’
pressures. Ongoing work to finalise the strategy must take these pressures into account
and actively engage with frontline kaimahi to understand and address their needs.
“We experience great swings in resourcing in very short time periods, from lots of money
to very tight budgets”

“Feels like money has disappeared and no one knows where it is … but now sites are
having to pay for it”

“We have to fight a lot for limited resources, it’s real y hard”

“New staff come in and walk out broken. We used to be able to access external
supervision [for both social workers and supervisors]; we don’t have access to that
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now”

56. The stress from being under-resourced does not only impact social workers and
supervisors but also supporting functions such as youth workers and administrators
who support social workers. Lack of available supports and practical resources have an
impact on kaimahi wel being. An example of this is kaimahi needing to drive a tamaiti to
a placement that has been urgently identified as available. As there is a shortage of
placements in most regions, this can mean a social worker  working a ful  day, then
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transporting a young person to a placement across the country over night, to then be
back and present on site for the next day. It raises serious health and safety concerns to
us for both staff and tamariki in this situation.
“After Hours is difficult. It’s become a health and safety concern. I’ve driven a young
person to a placement at 3am and driven through a red light”
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57. In terms of outcomes for tamariki, it is particularly important that supervisors have the
time to support social workers with both cases and reflective supervision. We have heard
that many supervisors are having to pick up more casework and other activities due to
vacancies which is very concerning.
“Our team loves our supervisor, they don’t have the capacity to supervise us, they are
covering social work vacancies”
58. There was a consistent range of comments from sites as to chal enges in being able to
appropriately support tamariki and whānau with disabilities. In particular we heard of
kaimahi having to take on the role of other agencies as the tamaiti was not getting the
appropriate support that could potential y prevent the need for a care and protection
response.
“Half the families we work with have disability factors. There are just not services to
manage the complex needs of these families”

“We are taking on disability cases without care and protection issues. Because the
Ministry of Health won’t help, Oranga Tamariki has to”
59. Kaimahi told us about the incredible commitment of their col eagues and how
passionate they are about tamariki. This along with the support of their col eagues and
the comradery they experience is what keeps them in their jobs despite the high levels of
stress. We heard often that staff work all day and night and return to work the next day
with no stand down period as required. This is because they do not want to add more
burden to their col eagues, and they worry about the cases that wil  build up and the
tamariki that wil  not be assessed as unal ocated queues build.
60. On a positive note we heard that staff are pleased with the process to rol  out the
Practice Shift and they value the face-to-face training and workshop approach. We note
this is in stark contrast to the online modular learning approach for al  other forms of
training. It was stressed that not only does the kanohi ki te kanohi workshop approach
enable effective learning, it also al ows for reflection as it takes staff out of the office
environment where they are not constantly drawn to daily caseload pressures. Many
sites feel they wil  need this approach to continue and ongoing training and support to be
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provided throughout the shift.
61. Another area where the frontline reported signs of positive change is in the relationships
that are building with some iwi and mana whenua. This includes the sharing of cases
that do not meet statutory thresholds but require support to avoid repeat notifications.
While this is promising, and potential y aligns with what we have also heard from some
Māori partners, this appears to be due to the strength of localised relationships and the
confidence within sites rather than systemised support.
Released
62. We understand that at some sites and regions there is effective cross-agency work
occurring. This is promising to hear, but we wil  want to see evidence that it is not
dependent on strength of personality for either Oranga Tamariki or the other agencies,
but is systemised and embedded.
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“From our perspective, through working with other agencies, we together have
prevented quite a few reports of concern because we’ve broken down the barriers and
been able to work with families before a report of concern needs to go to site. Families
are happier to work with me when it’s a voluntary relationship rather than because an
intervention is needed”

“Through our local multi-disciplinary team, we work with many NGOs, and have
together prevented so many reports of concern. We have community supports and
work together daily. We have case consults with al  the agencies. When the community
has a worry, we can work with them, so a ROC doesn’t have to be made. This needs
funding, something like a permanent community child advocate for our area, to lead
prevention before it comes to Oranga Tamariki”

PRIORITIES FOR REMEDYING/UPDATING BY QUARTER 2
63. This section specifies areas of the Future Direction Plan that, while progress was not
expected in time for this report, we believe require specific evidence of progress over the
next three months so that we are able to provide you with more comprehensive
assurance on them in our next quarterly report.
64. We consider that key priorities which we wil  want specific and robust evidence of
progress for by our June report include the fol owing focus areas:
a.  Prevention  –  both supporting and resourcing the community to lead so that a
notification of concern to the state is not necessary, and ensuring that every step
of a child’s journey through Oranga Tamariki is focused on preventing the need for
further statutory care and is supporting the return of the tamaiti safely home.

a.  This includes Oranga Tamariki working in collaboration at the site and regional
level with Māori col ectives, NGOs and across relevant government agencies to
ensure whānau receive the support they need, rather than cases being closed as
‘No Further Actions’ (‘NFAs’). Ultimately the aspiration is to have no NFAs, as the
community is resourced to prevent escalation at the first ROC. This requires
stable resourcing for partners so both they and sites can be confident this work
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can grow. It also means it is vital that sites and partners are not feeling that they
are in competition for resources as this could damage trust and the ability to
work together. The systemisation of col aboration at the local level is a key area
we wil  be fol owing the progress of across all our quarterly reports going
forward.

b.  This also requires that Oranga Tamariki social workers to have the time, capacity
Released
and space for reflection to ensure every decision they make is de-escalating the
need for further or longer state intervention and is navigating tamariki and their
whānau to the community support that can enable them to be safe in the
community, and ultimately home with whānau. Supervision is a key aspect of this
and one of the specific priorities we wil  be looking for progress on over the
coming months.
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c.  Prevention aligns with Oranga Tamariki being clear on its purpose, within the
broader ecosystem. We have already commented in our opening overal  summary
that this needs to be being advanced now, so the new OTLT can be ready to
agree and begin sharing the purpose with partners and stakeholders. Clarifying
the purpose of Oranga Tamariki needs to be within the context of confirming the
roles and responsibilities of other agencies too. We do not see clear articulation
of the role of the rest of the government system in the plan, and while we
understand this is being advanced through OTAP, we wil  need to see more
evidence of this for our next quarterly report. We wil  also be looking in future
quarterly reports that mechanisms to share resources across agencies are being
developed, and that costs are not fal ing to Oranga Tamariki to pick up alone that
should be shared or led by other agencies.

d.  Clarifying the purpose of Oranga Tamariki also aligns with ensuring that the right
workforce is in place at the local and national level to support this – so workforce
development is a key focus for us. From early indications, while it is good to see
that this is a priority for Oranga Tamariki, we have some concerns that this is not
starting from a clear purpose. If the purpose of Oranga Tamariki is not set first,
how can we col ectively know what the workforce should be centred around and
what skil s are needed within the organisation and in partner organisations?

e.  Alongside this, we wil  be checking for progress on the development and
implementation of the Kaimahi Ora strategy. This is a particularly pressing topic
for al  within Oranga Tamariki, and particularly for frontline kaimahi.

f.  Another area where clarifying the purpose wil  assist is in understanding Oranga
Tamariki’s responsibilities for where it leads and where it supports tamariki and
whānau whaikaha. We understand that commitment has been made to develop
an Oranga Tamariki strategy for supporting tamariki with disabilities, and we wil
be looking to see progress on this in the next and fol owing quarters. This is an
area where the role of Oranga Tamariki and other agencies requires significantly
more thought.  We particularly need to see that a prevention lens is being applied
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so that tamariki with disabilities are not having to become a care and protection
concern because more appropriate, preventative support is not available.

g.  This requires more relevant data to be col ected analysed and incorporated into
work programmes, so there is broader understanding of the needs of tamariki
and their whānau, and what the most appropriate responses to them are. There
needs to be analysis of the context. For tangata and whānau whaikaha there are
interlinked issues from multiple sectors that impact significantly on their
Released
outcomes. Many whānau have not been offered a positive view or narrative of
their child and are in need of support themselves. This work should be a focus in
the next quarter.

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h.  Related to this is the need to have shared definitions and language, for example,
for any overlaps between disability and high and complex needs. We need a
col ective language and set of definitions that is more empowering and less
deficit based.

i.  Noting our comments above on some signs of positive action for residences, we
wil  be looking for sustained progress against our residence review
recommendations.
i.  We wil  be looking for evidence that this is being systemised and not left
down to specific individuals or the legacy of being left to operate in silos.
It is heartening to see that Youth Justice and Care Residences are
working together and drawing from each others’ experience, however, we
do not want this to mean they are required to rationalise and share limited
resourcing between them. Instead, it should be that they are adequately
resourced to deliver for their different cohorts respectively.
i .  For the June quarterly report, we wil  be looking specifical y to see that
progress has been made on pathways to qualifications for residential
staff, and that a multi-disciplinary approach with the committed support
of other agencies is building at a systemic level.
i i.  Additional y, throughout our assurance reporting, there wil  be a focus to
ensure that the true demand for specialist care that is matched to the
needs of tamariki and rangatahi, whether in residences or in the
community, is being mapped and planned for. Specifical y, we want to
ensure that the focus does not remain on measuring capacity of supply
but on addressing the needs of tamariki and rangatahi.

j.  We stress that this last point is important for al  tamariki and rangatahi who
come into contact with the system. This must be the approach across Oranga
Tamariki more broadly – the provision and standards of support must be
consistent and appropriate from the time a report of concern is made through to
when the tamaiti exits care. This needs to extend through to the appropriateness
of, and support provided for, placements with caregivers. This raises the
chal enge of identifying more placements, for al  levels of need. We know this is a
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particularly chal enging issue and we offer our support in understanding the
barriers regarding enough placement options with appropriately skil ed
caregivers, and opportunities to address these barriers.

k.  Finally, in our future reports, we wil  be looking to ensure that the professionalism
of social work as the core of Oranga Tamariki is being built, with the al ied
workforce matched to that. This requires that the voices of social workers are
Released
being heard, and that the induction, supervision and professional development
that sustains good social work practice is visibly prioritised and delivered.
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FUTURE DIRECTION PLAN
ORGANSIATIONAL BLUEPRINT
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities
1.1
Determine how
Restructure of Tier 1 consultation
Phase Two under development:
The initial stages of structural
[NB O.A.R = Overarching  Phase 2
functions are grouped
process complete and
change are understood by the
Recommendation, of
for best effect, and
announcements made under
• Alignment of operational
Board in rationalising the size
which there are 3 in Te
then put in place a
Phase One of the organizational
structure, boundaries and an
and structure of the organisation
Kahu Aroha]
leadership team to
reset.
operating model developed for
and clarity of roles and functions.
reflect this, drive
consultation.
Potential to align with:
further change, and
The restructure of Tier 1 is well
O.A.R.1 with upstream
set culture. This will
underway, however further
prevention;
ensure that
progress is not expected until the
O.A.R.2 regarding
professional social
new leadership team is in place.
purpose including
work practice is
This includes the cultural shift
restoring the mana of
appropriately reflected
implied within the action; the
social work and the
at this leadership
Board is interested in knowing
OCSW; and
level.
how this wil  be achieved moving
O.A.R.3 ensuring all
forward. This is likely to impact
within Oranga Tamariki
the progress achieved against a
understand their role;
number of actions.
also recommendation 20,
but this wil  be dependent
on implementation of
form
1.2
Alongside the
Tier 1 consultation process
Under development in Phase 2 of
This action coincides with the
Not associated with any
Phase 2
development of a new
complete-included insights from
organisational reset.
changes required to orient the
specific Te Kahu Aroha
operating model,
organizational functions below
organisation towards leading and
recommendation directly
consider what
the Leadership team level.
supporting community
functions and models
engagement and activity and wil
best support
support actions identified within
subsequent change
Part 3 of the Future Direction
below the leadership
Plan, which is focused on
team.
partnering and decision-making.
The restructure of Tier 1 is well
underway however, further
progress isn't expected until the
new leadership team is in place.
This includes the functions and
Under Official Information Act 1982
models that wil  be deployed to
support the organisation's
activities.
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IN-CONFIDENCE
FUTURE DIRECTION PLAN
ORGANSIATIONAL BLUEPRINT
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
1.3
Reset Oranga
Under development in Phase 2 of
Similar to action 1.2, this action
Potential to align with all
Phase 2
Tamariki regional
organisational reset.
wil  improve the position of the
three overarching
boundaries to have
organisation to engage more
recommendations as well
one common set
effectively and efficiently.
as:
across the agency
Implementation wil  be the critical
3 - Understanding what
that better reflect the
next phase of this work, and the
regional governance
communities it serves.
Board look forward to providing
arrangements exist
assurance against how work
4 – Ring-fence
progresses and is implemented
resourcing to support
in upcoming quarters with a view
regional planning
to ensuring that Oranga Tamariki
6 – Responsiveness to
is as responsive as possible to
partners
serving and enabling
7 – Community workforce
communities.
needs
8 – Local helplines
We look forward to providing
11 – Developing social
assurance on progress once
sector workforce plan
work has commenced under
16 – Triage from NCC to
Phase 2 of the organisational
communities
reset.
19 – Ensure adequate
resource for communities
to lead upstream
prevention
1.4
Strengthen the
• Identify immediate
April 2022
This is a critical step in ensuring
Aligns with the
feedback and
improvements to the
Introduce immediate
a quality experience for tamariki,
Residence Report and
complaints system so
residential grievance process
improvements to the residential
rangatahi and whānau who come
potentially with
it is ‘fit-for-whānau’,
identified by tamariki and
grievances process.
into contact with Oranga
Recommendation 5 of Te
and ensures that
whānau.
Tamariki. However, further
Kahu Aroha with respect
tamariki, rangatahi
Planned 2022
evidence of engagement with
to ensuring voice of
and their whānau
• Early discussions with
The below programme of work is
tamariki, rangatahi and their
tamariki and rangatahi
have their voices
VOYCE-Whakarongo Mai
in undertaken in conjunction with
whānau is needed to understand
are at the centre of all
heard and have
have been held. An approach
VOYCE-Whakarongo Mai
what changes might be required
planning and delivery
confidence in the
has been outlined to co-
1. Engage with tamariki,
in relation to this action.
process.
design a ‘fit-for-whanau’
rangatahi and whānau to
complaints, information and
• collate feedback, complaints,
There is some progress being
engagement solution.
information, advice and
made here and the Board have
Under Official Information Act 1982
assistance experiences
heard from the DCE Voices of
• describe the future state
Children and VOYCE
blueprint of fit-for-purpose
Whakarongo Mai on Manaaki
whānau complaints,
Kōrero. This is stil  in progress
information and engagement
and wil  be further explored over
solution
the following quarter.
2.Scope work and identify and
onboard business units
required to develop processes
and mechanisms to co-design.
Released
Planned 2023
Initial solutions wil  be tested and
implemented with a view to
develop a wider scale solution for
implementation.

IN-CONFIDENCE
FUTURE DIRECTION PLAN
ORGANSIATIONAL BLUEPRINT
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
1.7
Through a fit-for-
Care and Protection Residence
Transforming Te Oranga
For this action, there should be
Residence Report, noting
purpose transition
A detailed business case
Planning to engage further with
consideration to growing and
that the report stressed
plan, close our current  presenting community-based
Ngāi Tahu to understand their
improving the residential network
the importance of more
care and protection
care alternatives to existing
aspirations for the future (2022)
(which might include the closure
options for residential
residences and
large-scale Care and Protection
or cessation of the current
care rather than focusing
replace them with a
Residences was drafted and
Caregiver Information System
operating model of residences
on closing current limited
model that enables
circulated for consultation late
Due to go live (February 2022)
but shouldn’t be only focused on
options.
tailored care for
2021. Further development
that). Despite the positive gains
tamariki with high and
awaits the outcome of
Specialist home care
in this space, there is stil  a large
complex needs.
reprioritisation of Care Services
Procure specialist care homes for
unmet demand (including for
activities.
21 tamariki & rangatahi (2022).
specialist caregiver placements).
We expect there to be a stronger
Caregiver Information System
Specialist Group Homes
focus on tamariki with disabilities,
Nearing completion and wil
10 new homes over 6 years for
as well as tamariki with high and
enhance assessment, support
tamariki with high and complex
complex needs more broadly
and matching of caregivers for
needs.
within the Future Direction Plan
tamariki and rangatahi.
• 2 homes due by end 2022
as well as within this work.
• 10 total homes due Oct 2025.
High Needs Referral Pathway
There is evidence of positive
Phase 1 was completed,
High Needs Referral Pathway
action here. The care residences
documenting service blueprints,
Phase 2 which includes:
are being supported by the Youth
pathways and improvement
• immediate pathway (process
Justice leadership team creating
options for High Needs, DSS
redesign) improvements wil
enhanced collaboration and
eligible and bespoke referrals
be delivered,
cohesion.
• Long-term transformational
Transforming Te Oranga
pathway improvements
There is a lot of activity underway
Consultation with kaimahi, mana
suggested (June 2022).
against this action, and we
whenua, health and education
expect to be able to provide more
providers on what they would like
Other work
assurance on it in Quarter 2.
to see replace the care and
• Merge Care and YJ placement
protection residence in Otautahi.
initiatives into one
transformation programme
(mid- 2022).
• Residential Care & Other
Matters Bil  enacted (mid-
2023). Under Official Information Act 1982
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FUTURE DIRECTION PLAN
ORGANSIATIONAL BLUEPRINT
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities
1.8
Place the voices of
Te Tohu o te Ora
Te Tohu o te Ora
The Board would like to know
Potential to align with
1.4
tamariki and rangatahi • Delivery of second national
• Roll out survey to remaining
more about the specific intent
O.A.R.2 with respect to
at the centre of
survey of tamariki in care (Te
regions and distribute survey
behind this action and the
ensuring that social
decision-making at all
Tohu o te Ora) with a 2-region
results to regions as they are
measures being used to
workers have the
levels and support
pilot of the new digital survey
collated to support locally
determine whether this is on
capability and capacity to
tamariki and whānau
tool.
focused planning and
track to being achieved. We are
deliver effective support,
to participate in and
improvement processes (from
looking specifically for clear links
as well as
be central to decision-
Commissioned work
mid-2022)
between hearing the voices of
recommendation 5 re
making.
• Community design group
tamariki, rangatahi and whānau
ensuring the voice of
commissioned to engage with
• National survey results to be
and these being integrated into
tamariki and rangatahi
rainbow/SOGIESC diverse
considered and included in
decision-making, and wil look to
are at the centre of all
young people in care.
s7AA and National Care
provide ongoing assurance
planning and delivery.
Standards monitoring and
against this in future quarterly
Advisory Groups
assurance.
reports.
• Youth Advisory Group meet
bi-monthly, with last meet in
• Development of Pacific
There is work planned to develop
November 2021
Strategy Action Plan and
a systematic, cross-organisation
Quality Review Programme.
approach to tamariki and
whānau participation in decision-
• Commence pilot of a way to
making and we expect to see
systematically hear from
specific examples of the work
whānau involved with Oranga
planned. The activity outlined
Tamariki.
this quarter provides insufficient
evidence that hearing tamariki
Youth Advisory Group:
and whānau is translating to their
Meeting planned with the new
voices being placed at the centre
Leadership Team, and regular
of decision-making. We believe
meetings scheduled with the
this action is also heavily
Chief Executive, DCE Voices of
dependent on social worker
Children and FDP project leads.
capacity, as quality time and
reflection is needed for tamariki
Tamariki and whānau views on
to feel heard and included in
participation
decision-making.
Scope and develop project to
seek tamariki and whānau views
The Board believe caregiver
Under Official Information Act 1982
on participation in decision-
voices are absent in the planned
making, to inform development
work so far. We see their role as
of participatory systems and
important for enabling
processes for application across
conversations with younger
the new operating model.
tamariki to learn from their care
experiences.
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FUTURE DIRECTION PLAN
PEOPLE & CULTURE
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities
2.1
Develop a Kaimahi
Kaimahi Ora Strategy
Development of Kaimahi Ora
The lack of practice resources
Activating the Kaimahi Ora
Potentially aligns with
Ora strategy for all
Early development of began
Strategy
and available supports have an
strategy needs to remain a
intent of O.A.R. 2 and
staff, supporting staff
November 2021. This was
Further consultation with wider
impact on kaimahi wellbeing, and
priority for Oranga Tamariki, and
specifically with
to have work life
informed by organisational
kaimahi groups begins alongside
the stress from being under-
it is important that it is developed
recommendations
balance and provide
incident reporting in FY19/20 and   ongoing consultation with PPG to
resourced not only impacts social  in understanding of the different
12 – Improve induction,
regular opportunity to
FY20/21 to identify key focus
align with the Practice
workers and supervisors, but the
needs of frontline kaimahi, as
training and professional
debrief following
areas.
Framework (early 2022).
supporting roles and functions as
well as the needs of all other
development;
traumatic events and
• Consultation completed
well.
kaimahi. The Kaimahi Ora
13 - Ensure social
manage the
A draft high-level strategy was
(March 2022),
strategy speaks to a broader
workers have the
cumulative impacts of
developed using programme
• Design wil  begin and a
We heard of staff working a full-
intention to drive the vision of the
capacity and capability
their work.
logic approach (including vision,
programme plan developed
day, to then transport a young
organisation by taking care of its
for both case and
purpose, short/medium/long term
(April - June 2022)
person to an urgent placement
staff; we agree this is a
reflective supervision;
impact activities, expected
• Programme approval incl
across the country over night,
necessary approach. We are
and
outcomes, and key measures of
budget confirmation
and then return to work the next
interested in knowing how this
14 – Lift training in
success).
(May/June)
morning, with no stand down
work is integrated with other
legislative parameters.
period. This is as there is no
strategies, such as the broader
The draft high-level strategy was
Year 1
capacity to stand down without
workforce strategy, the practice
This action also aligns
developed in consultation with:
Initial focus (by June 2023):
further burdening colleagues or to  framework, Te Hāpai Ō, and the
with recommendations in
• External: NUPE and PSA
• Implementation of
prevent the build up of
Positive and Safe Workplace
our Residence Review.
unions, Pasifika Collective,
psychological first aiders – 48
unallocated cases and the risks
model. Al  strategies relevant to
Pou Tikanga, PSA delegates
kaimahi to receive training
that brings to outcomes for
hiring, inducting, training and
• Internal: People and Leaders
(4 per region).
tamariki and to the organisation.
retaining staff should form part of
hip, National Health, Safety
• Delivery of 2 x ‘Recognising
an integrated whole strategic
and Security Committee, CE’s
and Addressing Vicarious
approach.
office, Professional Practice
Trauma’ training sessions in
Group (PPG).
each region.
The Kaimahi Ora draft strategy
• Development of a Critical
as proposed seems largely
• Initial feedback was largely
Incident Support policy with
intended for frontline kaimahi, but
positive. Recommended that
mandatory debriefing or other
it appears this cohort are yet to
more alignment with the
specialist intervention in place.
be engaged with regarding its
organisation’s practice
development. A significant
framework required, and
Consult with the Ministerial
amount of consultation is due to
• Further consultation with a
Advisory Board and the Minister
be completed in March; the
wider group of kaimahi as a
on the proposed strategy.
Board wil  provide further
next step.
assurance on progress with this
Under Official Information Act 1982
in Quarter 2.
Both recommendations are now
incorporated into planned work
for next quarter.
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FUTURE DIRECTION PLAN
PEOPLE & CULTURE
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
2.2
Implement the public
Implementation/embedding of the  • Add positive and safe
As with Action 1.1,  this should be  Not associated with any
Phase 2
services Positive and
Public Services Positive and Safe
workplace standards to new
a priority for Oranga Tamariki.
specific Te Kahu Aroha
Safe Workplace
Workplace Model Standards
induction for all staff. (June
recommendation
model.
continues, as does strengthening
2022)
While activity updates have
elements of Successful Cultural
signalled progress in this space,
Change.
• Expand leadership
and there is further work planned
development to include
over the coming months, it is not
An initial gap analysis identified
specific streams for emerging
clear what specifically wil  be in
these high-level goals:
leaders, Pacific and Maōri
place by when, and the Board
• Promote awareness and
kaimahi (2022-2025)
feel that more could have been
understanding of model
completed by now. We look
standards to ensure staff
• Deliver Unconscious Bias
forward to providing assurance
understand obligations
training to all leaders and
against the progress of specific
kaimahi (2022-2023)
activities in the subsequent
• Define what a Positive and
quarterly reports.
Safe Workplace Culture looks
• Establish hub on Te Pae to
like practically and in day-to-
strengthen and support
day mahi
employee-led networks (2022)
• Focus on implementing key
• Update Diversity and Inclusion
actions pertaining to Positive
Strategy (2022)
and Safe Workplace model
Standards, Papa Pounamu,
• Review and/or update
and Kaimahi Ora.
recruitment policy, including
role of unconscious bias, etc.
(2022-23).
Under Official Information Act 1982
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PEOPLE & CULTURE
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
2.4
Develop for all staff, in  Te Hāpai Ō, the Māori Cultural
Te Hāpai Ō, the Māori Cultural
Engagement from both partners
The Board would like to see more  General alignment with
conjunction with the
Capability
Capability
and the frontline speaks to signs
information about the alignment
O.A.R. 2 in its focus on
three whare wānanga,
of positive change in the
between Te Hāpai Ō and the
ensuring a workforce fit
a suite of appropriate
Staff development
• Course in place with 3
relationships building with some
Practice Programme. Given the
for the needs of tamariki,
cultural competency
• Developed a training
wānanga for 500 kaimahi to
iwi and mana whenua. This
size and breadth of work that
rangatahi, and their
programmes, to
programme and began
complete.
appears to be due to the strength
frontline kaimahi do, we
whānau.
ensure staff can
reviewing current cultural
• Refreshed supplementary
of localised relationships and the
understand why it is necessary to
engage with whānau
capability resources.
internal resources via
confidence and efforts of staff
tailor an approach to meet their
and wider
MyLearn.
within sites, rather than
needs. In saying this, we wil  look
communities in
Organisational development
• Cultural Capability Baseline
systemised support. We hear of
to assure in Quarter 2 that
culturally responsive
• Designed survey to evaluate
and Outcomes Framework.
Māori staff feeling burned out, left  capability is consistent regardless
ways.
Māori cultural capability,
to develop and deliver kaupapa
of where staff work. The Board
• Began evaluation and
Māori approaches on behalf of
believe this is critical for
outcomes framework,
the site. This speaks to the need
organisational cohesion. We are
• Began developing a Te Reo
to build the cultural capability and  also interested in how this may
Māori Strategy vision.
confidence of staff more broadly,
be inclusive of other cultural
to support staff wellbeing and to
communities and needs in the
Note that the practice
enable communities to support
future.
programme wil  address the
tamariki and whānau where
cultural competency of social
statutory intervention is not
A significant amount of activity
workers, whereas Te Hāpai Ō is
required but support is stil
has occurred. The Board would
focused on all other kaimahi.
needed.
like to see more information
about these activities and how
this work has progressed. This
work is due to be delivered in the
coming quarter, so the Board
look forward to providing more
assurance in our next report.
Under Official Information Act 1982
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12-24 month activities
2.5
Develop a workforce
Preparatory work begun on
Internal Workforce Strategy
Frontline engagement indicated
The development and
Potential to align with
strategy that wil
two complementary strategies
• Internal working group
stress and workload has
implementation of the workforce
O.A.R. 2 with clarifying
support high-quality
• Organisational (internal)
established (March 2022).
worsened in the last six months.
strategy must remain a priority for  the purpose of Oranga
social work, which will
workforce strategy for social
• Current state analysis, agree
This is part due to confusion as
Oranga Tamariki. This needs to
Tamariki, including who
include (2.5a-d):
workers, the team around the
components of strategy (June
whether the freeze on employing
go beyond social workers. While
the organisation exists to
social worker and
2022).
new staff extended to the
there should be a strong focus on  serve, strengthening
specialist/high and complex
• Consult and finalise strategy
frontline. Engagement indicated
social workers, there is risk of
professionalism and
needs residence workforce.
(March 2023).
that the recruitment freeze was
marginalizing other groups of
voice for social work,
• Sector workforce strategy
not well understood or applied
kaimahi.
lifting capacity and
including Oranga Tamariki
Sector Workforce strategy
consistently at the site level. Al
capability for supervision,
staff, partners, communities
• Overview of scope,
sites believe the recruitment
The Board are aware of the
induction, training,
and the role of other agencies.
stakeholders, current and
freeze affected the ability to fil
Cabinet Paper due for delivery
professional
future state completed (March
vacancies; this has impacted the
March 2022, and we look forward  development and building
Developing a report to Cabinet
2022).
safety and wellbeing of frontline
to having more detail of the
a workforce fit for
for March 2022 on both
• Cross Sector Working Group
kaimahi.
specifics of this work and
purpose for the needs of
strategies
established (June 2022).
providing assurance against the
tamariki, rangatahi,
• Consult and finalise strategy
specifics outlined in upcoming
whānau and the
(June 2024).
quarterly reports.
community.
a)
Clarifying the role of
This action is critical for Oranga
Alignment with O.A.R. 3
Oranga Tamariki
Tamariki to successfully
in relation to the role of
social workers, and
complete a number of other
Oranga Tamariki within
other professionals;
actions in the Future Direction
the broader government
Plan.
ecosystem.
The details of the workforce
strategy activity have not been
shared with us yet. We will
provide assurance against sub
actions in future quarterly reports.
Besides the documentation that
outlines the organisation's
strategic intentions, we have not
yet seen an indication that there
is a shared understanding within
Under Official Information Act 1982
Oranga Tamariki as to its
purpose. The Board would like
the purpose of Oranga Tamariki,
and its role within the broader
government ecosystem, to be
considered by the new OTLT,
consulted on across the
organisation so all know their role
in achieving the purpose, and
Released
confirmed as a priority. It is also
important that this process
confirms how this aligns with
other strategic work such as
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b)
Working alongside the
No progress update was
Potentially aligns with
SWRB and ANZASW
received in relation to this action.  O.A.R. 2 with relation to
to continue to build
The Board look forward to
clarifying the purpose of
the social work
providing assurance against the
Oranga Tamariki, and
workforce;
activities of this sub actions in
recommendations 12 and 13
future quarterly reports.
with respect to improving
induction, training, personal
development, and capability
and capacity for supervision.
c)
Identifying the
No progress update was
Potential to align with
workforce needs of
received in relation to this action.  recommendation 7 re
the community,
The Board look forward to
engagement for community
regions and site
providing assurance against the
planning should include
activities of this sub actions in
consideration of workforce
future quarterly reports
needs for the community.
d)
Training, career
Engagement has surfaced
No progress update was
Potential to align with
progression
concerns over new social
received in relation to this action.  recommendations:
pathways, leadership
workers holding complex
The Board look forward to
12  with respect to improving
and professional
caseloads beyond their level of
providing assurance against the
induction, training and
development and
experience. They report that
activities of this sub actions in
personal development;
workforce planning.
induction remains inconsistent
future quarterly reports
13 in relation to capability
and for some, absent, and they
and capacity of supervisors;
are also challenged with a lack
14 by ensuring training for
of investment in training,
legislative requirements and
including in training for statutory
parameters.
social work parameters, as well
as process challenges to
accessing funding and resources
for professional development.
2.6
Invest in the capability
Under development in Phase 2
Progress against this action is
Potential to align with
4.3
of leaders (especially
of organisational reset.
paused until the second phase of  recommendation 13 with
frontline leaders) to
the organisational reset. Planned  respect to capacity, and
Phase 2
ensure shifts to
• Complete development of a
activity suggests work wil  be
time, space, and priority for
practice and culture
Leading Practice professional
delivered in two tranches, first to
supervision.
take place that
development programme and
the leaders of the organisation,
Also potentially
Under Official Information Act 1982
support a locally-led,
delivery to leaders.
and then those that are pivotal to  recommendation 17, to
centrally-enabled way
the success of the new operating  reclaim the intent behind
of working and that
• Following Phase 2 of the
model. The Board looks forward
Family Group Conferences
support tamariki and
organisational reset, it is
to seeing further information
to empower whānau
whānau to participate
recommended that the focus
about the planned development
decision making.
and be central in
of the programme be on
programmes for leaders.
decision making.
leaders vital to the success of
the new operating model.
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0-6 month activities
3.1
Work with iwi and
Enabling communities:
Community engagement with
While co-designing and
As we have already indicated to  This work has the
community leaders
• Connecting with 3 initial
iwi, community leaders and
collocating with partners shows
Oranga Tamariki, we are
potential to align with the
and Regional Public
communities to refine co-design
Regional Public Service
promise, communities that we
concerned that communication
intention behind O.A.R.1
Service
approaches further.
Commissioners to co-design
are hearing from have indicated  has been limited to only three
to support communities
Commissioners in
• Iwi Partnerships:
services and co-locate with
a desire to understand:
areas as this may hamper
to lead upstream
each region to identify
• Refreshed strategic partnership
partners.
opportunities with other hapū,
prevention, and
opportunities to co-
agreement entered into with Te
• The decision-making
iwi, Māori collectives and
recommendation 11 with
design services and
Rūnanga o Ngāi Tahū. With
process for the selection and  communities.
respect to developing a
co-locate with
investment of $25.9m across 3
contracting of providers
SW sector workforce
partners.
years for the ‘Whānau as First
within their takiwā to ensure
Although there is progress in
strategy that meets the
Navigators Programme’ designed
best practice and tikanga is
three regions as outlined, there
needs of the community
to be iwi-led and focused on
maintained throughout the
is a concern that these regions
also.
whānau and preventing tamariki
care journey for tamariki in
could be perceived to have
from coming into state care.
their rohe.
been pre-selected to best meet
• Discussed refresh of two other
the needs and readiness of the
strategic partnership agreements,
• To practice their
business rather than that of
with proposals focusing on
kaitiakitanga by being
communities.
collaboration and co-design of early
involved in and overseeing
support and prevention initiatives.
of any care and protection
We recognise that activity in
• Opened discussions with one new
orders made for tamariki in
this space is subject to
potential strategic iwi partner
their takiwā in order to
reprioritisation and budget
whose aspirations are to apply a
contribute to the goal of
constraints, and that meanwhile
whānau ora approach; a proposal
keeping tamariki within their
it is important to build
is currently being considered by
own whakapapa, and;
momentum and confidence.
Oranga Tamariki.
However, the Board is not yet
• Their readiness to put their
able to provide assurance that
Frontline Workplaces (Spaces and
hands up for any ‘safe to
this activity meets the standard
Places)
lead’ programmes
of being community-led,
• Continue to co-design and deliver
regionally enabled and
community hubs that enable
nationally supported. We look
colocation of Oranga Tamariki
forward to providing additional
alongside other government
assurance in the Quarter 2
agencies, iwi and Māori providers.
report.
Whānau Care
In addition, as the timing and
Under Official Information Act 1982
• Commissioned two new partners
effectiveness of this action is
(Ngāti Porou and Ngāti Kahungunu
dependent on appointing
ki Wairarapa)
Regional Public Service
• Commenced co-design with
Commissioners, this adds to
Whanganui Te Awa Tupua -
our concerns as to whether this
Tupoho Iwi & Community and Ngāti
wil  enable timing to work for
Kahungunu Iwi Incorporated
the action to be truly community
• Completed Phase 1 implementation
led. This action also relies on
with Ngāti Ruanui and Ngāi Tahu -
Oranga Tamariki’s own regional
Tiaki Taoka.
governance framework,
Released
• Tiaki Taoka has implemented
discussed with the Board in
across all five sites of lower South
November 2021. We look
region by December.
forward to seeing progress on
• Ngāti Ruanui has completed
this by Quarter 2.
implementation Phase 1 with New
Plymouth and Hawera. Evaluation
to begin to direct Phase 2
approach.

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6-12 month activities
3.2
Greater investment in
Intensive Response
Ngā tini whetū
The Board have consistently
The Board would like to hear
Potential to align with
1.4
partners with a
Mobilise communities to design
• Quarterly performance
received feedback from
more about the intent of this
O.A.R. 1 in relation to
1.6
particular focus on
their own local models of support
reporting received from
community groups and providers
action. It poses questions around
prevention focus, as well
3.1
early support.
to lead the prevention of harm to
Whānau Ora Commissioning
around funding and investment
what is meant by early support
as recommendation 4 to
3.5
tamariki and their whānau. So
agency (ongoing)
models not being fit for purpose.
and whether this is a direct
ring-fence funding for
that, wherever possible, tamariki
• Independent Kaupapa Māori
A key response from
response to the call for a greater
regional investment.
can remain or return safely at
evaluation final report due
communities is the need to fund
shift to prevention as intended in
home, and be connected to
(September 2022).
programmes and initiatives
Te Kahu Aroha.
culture and community.
adequately.
• Working with iwi and Māori
Enabling Communities
We recognise that progress on
organisations across 15
• After work with the initial three
this action is planned for Quarter
locations, contracting with
communities and nationwide,
2 and that it is subject to
partners in 12 of those
an investment plan may be
additional funds through
locations, by end 2022.
prepared to support further
government approval to invest in
investment nationwide in
communities over the next few
Ngā Tini Whetū
communities and partners (by
years. The Board would like to
A collaboration between Oranga
February 2023). This is
see more detail regarding the
Tamariki, Te Puni Kōkiri, ACC
dependent on drawdown of
implementation plan being
and the Whānau Ora
contingency and budget bid.
developed, which, if approved,
Commissioning Agency to
should set out how additional
develop and implement a
funds wil be invested.
whānau-centered early
intervention prototype.
• By end of this quarter, 800
whānau were onboarded,
Whānau Ora had developed
operating policies and tools to
support Partners, and Inter-
agency governance
arrangements were in place.
Engaging Care Partners
• Closing this quarter. This
programme worked with care
partners and internal Oranga
Under Official Information Act 1982
Tamariki teams to implement
a new Quality Assurance
function, funding model and
contract documentation to
meet S7AA and National Care
Standards.
• Included flexible funding and
contracting arrangements for
care partners to ensure
partnered care is properly and
Released
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3.3
Fundamentally shift
• Bespoke approaches include
Under development in Phase 2 of  Some promising feedback
The Board believes that this
Has potential to align
3.2
how we assess and
Te Hiku.
organisational reset.
revealed the potential for a multi-
action aligns with the intent of Te
with O.A.R. 1 in relation
4.6
respond to reports of
disciplinary team approach,
Kahu Aroha, however we would
to support upstream
concern with our
• Work underway to develop a
• This work wil  be developed as  working across relevant agencies  like to see more clarity on the
prevention. Otherwise,
Phase 2
partner agencies to
holistic community approach
part of the Enabling
and with community
direction and purpose of this.
aligns to some extent
ensure collaborative
and move from intervention to
Communities work.
organisations, to prevent the
with recommendation 16
decision-making and
prevention through the
need for a report of concern to be  We note that further progression
with respect to the
support at the earliest
development of the Practice
made as concerns about a
is planned once the new
National Contact Centre.
possible point.
Shift
tamaiti can be managed through
leadership team is in place and
one of the partner services, to
we hope to provide further
ensure the needs of the tamaiti
assurance on this in our next
and their whānau are being met
report.
without need for a statutory
response.
3.4
Ensure the delivery of
• Growth of Transitions Support
• Investigate options for
Feedback from communities and
The Board see this action as a
Linked to the Residence
Transition Support
Workers to 137.75FTE and
strengthening preparation,
the Board’s own care
priority, and we would like to see
Report (exiting YJ or
Services to ensure
Supported Accommodation
planning and assessment
experienced advisory group
more about the growth of
Care residences to
that rangatahi are
placements to 136.
prior to leaving care, including
indicates that the transition
transition support workers and
uncertain support)
successful y
options for partners to play
service is a significantly under-
whether this has been driven by a
supported to transition  • Planning underway with SCAF
greater supporting roles
utilised resource within the
demand in the service internally.
to independence and
and YJ to improve referral
(September 2022).
Oranga Tamariki care system.
The transition service has been
prevent future
rates so more rangatahi are
The Residence Report
the subject of feedback from
generations from
supported by a Transition
• New collateral supporting
references this, and it is
many community groups and
coming to notice.
Worker.
increased understanding of
reinforced by what the Board are
care experienced young people,
transition obligations and
hearing by direct community
and the Board looks forward to
required processes, including
feedback.
having more data for assurance
the Entitlement to Remain or
in Quarter 2 on how widely used
Return to living with a
the service is within the
Caregiver (ETRR), wil  be
organisation.
socialised with PPG in
(February 2022), and
delivered to frontline kaimahi
(July 2022).
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0-6 month activities
4.1
Build a framework
Our Practice Shift
• Complete development of
It wil  be important to engage with  The Board would like to know
This could potentially
that incorporates the
Activities to define and deliver the
Mirimiri a kōrero (February to
some frontline social workers and  more about the purpose of
align with O.A.R 2 with
current practice
new Practice Framework include:
April 2022) and trial in
supervisors to ensure the
incorporating the practice
respect to clarifying the
standards and the
• First phase of learning about
selected sites (May 2022).
framework is practical and
standards and SWRB
purpose of Oranga
SWRB competency
the Framework (Learning
supports their practice.
competency standards into one
Tamariki and meeting
standards into one
Cycle One) released on
• Trial Te Toka Tūmoana and
place.
core social work
place.
MyLearn (professional
Va’aifetu (practice models)
Initial communication between
functions. Specifically,
1982
development portal). This
(June 2022).
Oranga Tamariki and SWRB has
While there has been some
potential to align with
includes supporting resources
begun.
activity undertaken against this
recommendations
and evidence base for the
• Develop and test Tangata
action, we understand that the
10 - Restoring the
Act
Practice Framework.
Whenua Bi-Cultural
framework wil  not be developed
influence of the Chief
Supervision approach and
until Quarter 2. The Board wil
Social Worker
• Completed analysis of current
prototype for trialling (June
provide more assurance on this
13 – Ensure supervisors
assessment tool, and
2022).
in our next report.
have the capability and
recommended replacement.
capacity to provide both
• Auckland Residence Hui and
case and reflective
• Supervision survey results
National Office Hui
supervision.
socialised nationally with
(postponed due to COVID
kaimahi.
until mid-2022).
• Developed prototypes of the
Our Practice Shift concludes
Te Toka Tūmoana,
June 2022; a proposed
Information
Va’aifetu practice models and
extension to June 2023 would
Mirimiri a kōrero (a consult
enable the fol owing
tool).
• Finalise Va’aifetu model
(December 2022).
• Ongoing design of Tangata
Whenua bicultural supervision
• Provide recommendations for
framework, approach, process
the organisational approach to
Official
and model.
supervision (December 2022).
• Communities of Practice set
• Third practice model
up to support operationalising
developed, informed by Signs
the framework in each region.
of Safety (March 2023).
Under
The Practice Framework is
• Final Oranga framed
aligned to and supports
assessment tool (March
professional standards, including
2023).
SWRB competency standards.
• Evaluation approach for non-
supervision practice complete
(June 2023).
• Ongoing Evaluation approach
for assessment complete
Released
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6-12 month activities
4.2
Set a clear direction to  2019
• Provide a report to the
Engagement with frontline
The Board notes that Oranga
Not associated with any
only use S78 Without  • Al  interim custody orders
Minister on findings from our
kaimahi highlights an absence of
Tamariki has already set a clear
specific Te Kahu Aroha
Notice Orders for
made ‘on notice’ except where
monthly review of all S78 care
training that extends to social
direction regarding the use of
recommendation directly.
tamariki when there is
immediate action needed.
entries for pēpi from January
work and law. There are
S78 Without Notice Orders.
However, may have
clear evidence of solid
2021 to September 2021.
concerns regarding the
Moving forward, we would like to
some relationship to
engagement or
• Checks on ‘without notice’
(March 2022).
timeliness of induction training for  see planning to provide ongoing
recommendation 14 to
attempts at
applications.
new social workers and their on-
support for frontline kaimahi
ensure appropriate
1982
engagement with
• Continue to review all S78
the-job learning from others that
decision-making.
training for social work,
whānau, which leads
• Practice Leader supervision of
care entries for pēpi on a
have not received induction or
including as to legal
to no workable safety
ROCS for unborn and
monthly basis.
training either. Communications
We note there has been a lot of
parameters.
plan being put in
newborn pēpi.
and training appear to be unclear,  work done against this action,
Act
place.
and there are questions as to
and data shows a significant drop
• Updated practice guidance on
how the necessary reflective
in the application of S78 Without
whakapapa research and
conversations are kept alive as
Notice Orders. The Board would
whānau searching.
access to quality supervision is
like more data on the
an area of concern
consequences of this drop i.e.,
2020 and 2021
what are the outcomes for
• New guidance on
tamariki and are their safety
strengthening response to
needs being met?
unborn and newborn pēpi,
improved engagement with
Monthly case file analysis
whānau prior to an S78 order
provides good visibility of S78s,
Information
via hui-a-whānau, increased
however the data lags by a
kairaranga-a-whanau roles
month and this could delay
and 13 new FGC team
identifying risks in cases where
leaders.
S78s are used. There also does
not appear to be a mechanism to
• Working with hospital-based
assess the decision-making
professionals through Hospital
rationale where these orders are
Official
Liaison roles and new
not used, and no measures that
information sharing provisions
speak to how well guidance is
(Section 66).
implemented and applied on the
frontline.
• Implementing Practice Shift
(includes practice framework,
The Board are aware of the
Under
models, and tools to guide
pending MOU between Oranga
kaimahi to use these
Tamariki, NZ Police and the
principles in practice) to
Ministry of Health in relation to
enable .
S78 uplifts. We are informed that
this work is in progress and look
• Developing new MOU
forward to providing assurance
schedule with MOH and NZ
against its implementation in
Police to support culturally
Quarter 2.
responsive and coordinated
best practice and ensure
Released
safety and wellbeing of pēpi
and their whānau.
• Monthly casefile analysis of
entries to care for newborn
and unborn pēpi under S78.

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4.3
Working with the
• The “Delivering Supervision
• Deliver realigned Puāwai
Frontline supervisors echoed a
The Board notes that Oranga
Potential to align with
SWRB, introduce
Programme” continues.
training for all new
lack of consistency and
Tamariki is developing an internal  aspects of
micro-credentialing for
practitioners by June 2022.
timeliness of training.
micro-credentialing framework for  recommendation 13,
supervision and other
• Development of its
Additionally, insufficient access to  accreditation, as part of an
which focuses on
specialist areas,
replacement (Leaders in
• Deliver a new Leaders in
training or induction for frontline
enabling project to support the
supervisors having the
which recognises the
Practice Programme) began
Practice Programme for roles
social workers means that
Leading in Practice Programme.
capacity and capability to
skil s and knowledge
stakeholder engagement.
who hold responsibilities and
supervisors were left carrying
This framework, which we
provide both case and
1982
that are required by
accountabilities to frontline
caseloads or compelled to
understand is being designed to
reflective supervision.
supervisors and other
• Work to align current Puāwai
practice (i.e., supervisors,
provide task-focused supervision
align with the NZQA framework,
Also potential alignment
specialist roles
induction programme with Our
practice leaders, team
due to the level of guidance
wil  support Oranga Tamariki's
with recommendation 11
Practice Shift so it aligns with
leaders) by June 2022.
required.
shift to using unit standards
re ensuring within
Act
latest social work practice
associated and monitored by the
workforce development
research.
• Begin work to revise Tertiary
NZQA. We understand a budget
so that all roles have
Engagement Strategy to
bid for this work is yet to be
appropriate pathways for
• Developing internal micro-
strengthen relationship with
submitted.
training and skil s.
credentialling framework for
Council for Social Work,
accreditation, to enable later
schools and individual
We believe that in order for this
integration into NZQA micro-
schools, support our
work to have meaning, it is
credentialling. Also working
contribution to social work
important that Oranga Tamariki
with SWRB to align learning
sector and update the
work in partnership with the
outcomes with annual practice
Ministry’s Government
SWRB to reach a considered
certificate competencies for
Training Establishment (GTE)
position, and we understand that
Information
social workers.
status so we can micro-
early discussions between the
credential with NZQA.
two have started. We hope to
have more to report for this
action in Quarter 2.
Official
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IN-CONFIDENCE
FUTURE DIRECTION PLAN
SOCIAL WORK PRACTICE
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
4.4
Ensure the
Revising STAR (Strategies for
STAR Training
Youth Justice services have
Residence Report
appropriate
Trauma Awareness and
• Training wil  increase from a
evolved their approach to safety,
application of MAPA
Resilience) a YJ training
two to five-day induction
de-escalation and use of force
and STAR by
programme for
programme, It includes 10
through the foundational training
instituting a revised
managing behaviour of rangatahi
new training modules
programme 'Te Waharoa’. During
restraint practice,
under detention where immediate
delivered to all kaimahi during
2021, extra content was added to
including more
physical restraint is a last resort.
the year, followed by annual
this programme resulting in the
frequent training and
one day recertification (April
duration increasing from three to
recertification.
The programme trains staff in
2022).
four weeks.  1982
safe, approved restraint
techniques. Piloted at a YJ
• Work to micro-credentialise
Work against this action appears
residence early 2022, with rollout
STAR and related trainings
to be progressing well and we
Act
to follow. Likely certification
continues.
are pleased that there is further
(renewed yearly) wil  become a
• Transition all frontline kaimahi
activity planned over the coming
requirement within youth justice
within Care and Protection
months. We look forward to being
residences. Refinement and
Residences to Safety
able to provide more assurance
consultation underway.
Intervention Management of
on progress in the future
Actual or Potential Aggression
quarterly reports.
(SI MAPA), including an
increased focus on prevention
and de-escalation skil s, a
focus on trauma informed and
person-centered approaches,
and a shift to 12-month rather
Information
than 24-month recertification,
to align with international best
practice (June 2023).
4.5
Develop standard
Under development in Phase 2 of
The Board notes that the Youth
Residence Report
Phase 2
operating procedures
organisational reset.
Justice team has been
for national
developing residential Standard
Official
consistency.
• First step to scope the work,
Operating Procedures (SOPs)
consider ‘critical decisions’
during 2021, and we understand
within the Practice
these wil  be rolled out in stages
Programme.
over 2022.
Further work on this action is not
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due to progress until the new
leadership team is in place. The
Board wil  report further in
Quarter 2.
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FUTURE DIRECTION PLAN
DATA, INSIGHTS AND EVIDENCE
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities
5.1
Continue to roll out
Whiti (Performance Monitoring
Focus for the next two months is
The Board believes Whiti wil
Potential to align with Te
5.4
new performance
Framework)
on completing the data modelling
improve access to operational
Kahu Aroha Part 4:
5.5
reporting tools which
• Developed real time
and developing the frontend
data by frontline workers, and we
22 - Performance Report
(EDAP)
make data and
dashboards with information
reports in preparation for the
note the importance of reporting
Framework should align
information available
relevant for frontline
national rollout in April 2022.
to senior level management,
with wel -defined
to operational staff
practitioners, sites and regions
external agencies and the
strategy, purpose and
from social workers
to make data driven decisions.  • Rebuild of Whiti’s core data
Minister with the information
visions
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and site managers all
Development of the first
model. (A critical dependency
available in Whiti. The Board
23 – Improving the
the way to the
module for Services for
for EDAP, see 5.5.)
would like to see more detail of
availability and range of
leadership team to
Children and Families service
the ongoing support available to
data for decision-making
inform their decision-
line.
• Ongoing work with early
ensure that information in Whiti is  24 – Prioritising ongoing
Act
making
• The Whiti product roadmap
release regions (Taranaki-
used to support leaders and
development of the
was completed, including
Manawatu & South Auckland)
kaimahi to act or inform their
information infrastructure
scope of work for the Care
for the development and
decision-making. For future
25 – Improving
Services and Youth Justice
testing of new Whiti products,
reporting and following the roll
information sharing,
service lines.
specifically for the Intakes,
out of Whiti we wil  be requesting
taking into account the
• PMF interim data store
Assessment and Interventions
information to gauge its success
purpose and enabling
environment delivered to
teams.
(i.e., usage statistics,
features of the Privacy
support the Whiti back end
engagement statistics, frontline
Act.
rebuild.
• Wil  continue to revise and
satisfaction, training delivered,
• Concept design for the
refine operational
and requests for support).
This may also align with
national roll-out of Whiti was
performance reporting
Recommendation 15 with
Information
completed.
supported by Whiti to align
A significant amount of work
respect to improving the
with emerging organisational
towards Whiti had already been
sophistication of
direction and priorities.
completed prior to the publishing
workload management.
of Te Kahu Aroha and the Future
Direction Plan. The project is on
track for national roll out in April
2022 in a staged delivery
Official
approach, with ongoing
development over the course of
the roll out scheduled. Whiti is
identified in several other
activities, so a successful roll out
wil  be important for progress in
Under
other areas. We look forward to
giving our initial feedback in
Quarter 2 and a more substantial
report on progress in Quarter 3.
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IN-CONFIDENCE
FUTURE DIRECTION PLAN
DATA, INSIGHTS AND EVIDENCE
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities
5.5
Replace the Oranga
EDAP
• 1st and 2nd release of
This action is important to
May align with
5.1
Tamariki data
FY22/23 funding assigned from
EDAP’s high level design to
improve the availability,
recommendation 23 in its
warehouse to enable
within baseline.
be approved (early 2022).
relevance and range of data
focus to improve the
data collected to be
• Statement of work with
available to inform decision-
availability, relevance
centralised and
external provider (Qrious)
• Programme test plan to be
making. The Board would like
and range of data for
analysed to inform
approved and finalised
completed and published
more detail to ascertain what
decision-making, and
monitoring and
through until the 25th March
(early 2022).
other information sources wil  be
with recommendation 24
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decision-making
2022.
integrated and centralised as part  to prioritise the ongoing
• Implementation of data
of the ongoing development of
development of the
• Proof of concept for data
modelling tool (early 2022).
the information infrastructure. We  information infrastructure.
migration completed.
would like to hear more about the
Act
• Discovery build of EDAP to
benefits across various tiers of
• First phase of the recruitment
commence (early 2022).
the organisation and user groups,
of the Data Management team
and we would like to better
is complete and with
understand how the activity wil
recruitment of the Data
achieve the intent of this action.
Manager the team now stands
at 3 FTE
There has been a good level of
activity so far and there is more
scheduled for the coming
months. The Board wil  provide
further assurance on this action
Information in Quarter 2.
5.6
Embed evidence-
• Whiti. As per 5.1 - application
• Ongoing continuous
This action appears dependent
Potential to align with
5.1
based decision
of the Child Wellbeing Model
improvement of Whiti
on the roll out of Whiti. The Board  recommendation 15 with
5.4
making from sites to
and building evaluation and
performance reporting.
would like to hear more about
respect to workload
national office, that
evidence and improved
how Whiti wil  translate to
management, and
encompass several
performance reporting and
• First monthly organisational
evidence-based decision-making.
recommendation 23 in
Official
actions including
culture into the continuous
performance report to senior
relation to improving
implementing new
learning cycle.
leadership February 2022.
Whiti wil  make operational data
availability, relevance
performance reporting
more available to all staff and we
and range of data for
tools to make data
• Draft concept for monthly
would like to know how the
decision-making.
and information
organisational performance
information is intended to be
available to all staff to
reporting, based partly on
used in sites, regional offices and
inform decision-
Whiti data, circulated internally
national office to support
Under
making.
for consultation.
decision-making, and how this
could impact practice. The Board
looks forward to seeing more
information over the next quarter
to assist us to assess the degree
to which Whiti can support the
intent of this action, and to gauge
what other work is underway to
embed evidence-based decision-
Released
making across the organisation.
We would also like more
information to understand how
the Child Wellbeing Model
evaluation and evidence wil  be
built into the continuous learning
cycle, and what processes are
being put into place to help to
translate this work into evidence-
b
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IN-CONFIDENCE
FUTURE DIRECTION PLAN
DATA, INSIGHTS AND EVIDENCE
Detail Summary of the progress to embed the Future Direction Plan
Action
Current Activity
Activity Planned
Engagement
Assurance Summary
Te Kahu Aroha
Link
5.7
Deploy the Social
• Phase 1, the technical
• Progressive roll out of the
While there has been progress in
Potential to align with
Phase 2
Wellbeing Agency’s
implementation of the Data
Data Exchange platform to all
this space, the Board would like
recommendation 6 to
Data Exchange to
Exchange has been
Care Partners wil  continue
more information to assess
build Oranga Tamariki’s
make sure we can
completed.
through the next quarter, with
whether the activity to date meets  responsiveness to
seamlessly share
the forecast completion June
the intention of this action.
partners, and to
data between
• The team moved into
2023.
community requests for
ourselves and
business-as-usual delivery for
We would like to hear more about  the information needed to
partners in a safe and
the Phase 2 deployment of the  • Currently the team are
how information was agreed for
know what support
secure way
data sharing platform.
working with 20 Care Partners
sharing and how the information
whānau require and what
1982
to support them to have their
shared helps to achieve a future-
resourcing should be
• Two Care Partners were
systems, processes and data
proofed tikanga approach to
provided to match these
successfully migrated onto the
ready for deployment of the
sharing information with hapū,
needs. Additionally,
Act
Data Exchange, with a further
Data Exchange and
iwi, Māori collectives and
potential to align with
three in the final stages of
conversations have begun
communities. Community
recommendation 25 to
testing.
with another six partners.
engagement is important for this
improve information
work, to ensure the information
sharing, taking into
• The first return of data from a
• Work is underway with the
needs of the communities are
account the purpose and
Care Partner was successfully
Whiti project team to capture
known, understood and
enabling features of the
completed on the 10th
requirements for the data
respected, and that activity
Privacy Act.
November 2021.
dashboards to be built into the
against this action serves to
software.
address these information needs.
We would like more evidence of
• Planning is underway to
consultation, how this information
document and develop the
for sharing was selected, and
Information
referral process with Care
whether it acts to better serve the
Partners to be built into the
needs of the communities and
Data Exchange.
partners. It is noted that only
Care Partners are mentioned,
and the Board would like to know
if other agencies or partners wil
be incorporated in time.
Official
There has been a good level of
activity underway, and movement
to 'business-as-usual' is
encouraging.
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IN-CONFIDENCE
FUTURE DIRECTION PLAN
SUPPORTING ACTIVITIES
Secretariat understanding of the progress to embed the Future Direction Plan
Supporting Work
Description
Activity Completed
Activity Planned
Te Kahu Aroha
Oranga Tamariki Action
OTAP is a key mechanism to support the changes we  Oranga Tamariki has been working with other
Children’s agencies to publish Oranga Tamariki
Potential to align
Plan (OTAP)
are trying to achieve through the Future
relevant agencies (incl children's agencies) to draft
Action Plan in early 2022.
with O.A.R 2 and
Direction Plan. Chief Executives of children’s
the Oranga Tamariki Action Plan (the Action Plan).
3
agencies are required to set out how they wil  work
together to improve the wellbeing of the core
The Action Plan signals cross-agency commitment to
population of interest to Oranga Tamariki. OTAP is a
prioritising populations of interest to Oranga Tamariki
key opportunity to advance shared accountability,
and highlights the cross-agency pieces of work that
1982
communication and collaboration to action the intent
wil  be most crucial to improving the wellbeing of the
of Te Kahu Aroha and the Future Direction Plan.
core populations of interest.
The draft plan includes actions for agencies to
Act
support locally-led approaches to prevention. The
Action Plan received initial support from the Social
Wellbeing Board on 24 November and Child and
Youth Wellbeing Strategy Ministers on 8 December.
National Governance
The Ministerial Advisory Board recommended that a
On hold
On hold
Aligns with O.A.R
Board
permanent and National Governance Board for
3
Oranga Tamariki be established to have reach into
and across other agencies’ and support the sustained
change the Ministry is undertaking.
Ministerial Advisory Board
The Ministerial Advisory Board plans to deliver three
The Ministerial Advisory Board released its
Remaining reviews to be conducted and completed
Residence
Information
Residence, YJ and Care
additional reviews focusing on Youth Justice, Care
Residence Report in late 2021. Oranga Tamariki are
(August 2022).
Review and
Reviews
and Disabilities by 31 July 2022. Recommendations
implementing all of the recommendations, many of
Phase 2 work
from these reviews wil  generate additional activities
which wil  be implemented under the Future Direction
programme
which wil  need to be sequenced and prioritised
Plan.
alongside Te Kahu Aroha and the Future Direction
Plan activities.
Official
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IN-CONFIDENCE
2. Ministerial Advisory Board Second Quarterly Report
HIPOKINGIA KI TE KAHU ĀROHA A TE WHĀNAU
‘He taniwha kei te haere mai - he taniwha tae kuhu, tae huna e kore rawa koutou
e  kitea,  e  kore  koutou  e  mohio  kua  tae  mai,  kia  kitea  rano  i  ngā  kanohi  a  o
mokopuna.  Ina  tae  ki  tēnā,  kaua  e  patua  i  o  mokopuna  -  engari hipokingia o
koutou mokopuna ki te kahu āroha a te whānau.’
These are the words of Aperahama Taonui. They are the foundation of al  the
Board’s work.
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TE KAHU ARIKI: MINISTERIAL ADVISORY BOARD’S SECOND QUARTERLY ASSURANCE
REPORT
1. This report provides  a summary of the Ministerial Advisory Board’s (the Board’s)
Act
assessment of Oranga Tamariki’s progress towards change for the past quarter, March to
May 2022. It also notes themes and examples of what we have heard through engagement
over the last quarter, particularly from Oranga Tamariki’s frontline staff, in support of the
Board’s assessment.
2. Before summarising our assessment, we set out our framework for our assurance work.
3. Te Kahu Ariki is how we define our assurance framework. This has evolved from our first
assurance report Te Kahu Rangatira, as we believe that the focus should be on reflecting
Information
the arikitanga expressed and embodied in the word Tama-Ariki and inherent in the
aspiration articulated in the name Oranga Tamariki.
TE KAHU ARIKI – THE BOARD’S ASSURANCE FRAMEWORK
4. It is the view of this Board that each child is an Ariki in their own right. It is this reflection
through whakapapa that underpins the Board’s work in Te Kahu Aroha, and through Te
Official
Kahu Ariki, the aspiration for Oranga Tamariki as it moves forward into the future.
5. Te Kahu Ariki is born out of the whakaaro that underpins Te Kahu Aroha. It is the intention
of this Board to ensure that our work is seen through the lens of Te Au o te kanohi Māori,
and to reinforce the aspiration embodied in the very name Oranga Tamariki.
Under
6. This whakaaro draws inspiration from the feathers that make up Te Kahu Ariki,  and
acknowledges the different manu  and their feathers that adorn this cloak. It is this
kahukura that the Board utilises to indicate our levels of assurance on the actions and
activities by Oranga Tamariki as they progress their journey of change.
7. Throughout this report you wil  see each action identified with one of the colours of Te
Kahu Ariki.
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Raranga huruhuru manu:
• Kākāriki –Kiwi
• Kōwhai – Korimako
• Karaka – Kākā
• Whero – Tieke
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8.  The point of distinguishing between the colours of the feathers of the manu is not so much
to draw  positive or negative connotations, but rather to draw attention to where it is
needed most. We have ascribed a colour to each feather and bird, reflective of their nature
and importance, and true to the aspiration of ‘hipokingia ki te kahu aroha a te whānau’.  It
is the ultimate aspiration of this Board to be able to provide to the Minister a kahukura
adorned only by the feathers of the kiwi. This wil  be the confirmation that the Board’s role
to provide  assurance has successfully supported Oranga Tamariki to achieve the
aspiration embedded in its name.
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9.  Te Kahu Ariki is both a literal and metaphorical cloak of assurance. The Board provides
this update on how the cloak is taking shape after another three months of work to embed
the Future Direction Plan (FDP). The overal  view can be seen on the one-page visualisation
Act
of the cloak, showing work has advanced from its starting point but that attention is stil
needed in a  number of areas.  Crucial y,  in aspects of the cloak that are necessary to
support its overall integrity and to enable it to achieve the impact that is most needed.
OVER HALF OF THE FUTURE DIRECTION PLAN ACTIONS ARE PROGRESSING
10. This section sets out the Board’s high-level view of progress towards implementing the
FDP.
11. The  high-level  view  of  Te Kahu Ariki  shows that 23  of the 40 actions of the FDP  are
Information
progressing as expected. More actions are assessed as having shifted to kiwi or korimako,
and an obvious milestone is the establishment of Te Riu.
12.  In terms of quantifying progress over the last quarter,  of the 40 actions  of the FDP
(including the four sub actions of tohu 2.5):
Official
•  Five are kākāriki, reflecting the feathers of the kiwi
•  18 are kōwhai, reflecting the feathers of the korimako
•  Six are karaka, reflecting the feathers of the kākā
•  Two are whero, reflecting the feathers of the tieke
Under
•  Nine  remain greyed out, reflecting that the Board is not yet able to provide
assurance on them.
13. The Board is pleased to see that over half of the actions are progressing satisfactorily, and
we see evidence of momentum building in some areas and good potential for this to
accelerate. At the same time, we note that we have not been able to assess the nine
actions that are greyed out. Where we can, we provide commentary on these  to help
support further action.
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14. We have some concerns that  these  actions remain latent nine months into the
implementation of the FDP.  If  actions  are not central to  future progress, it may be
acceptable for these to remain latent at this stage, though cannot remain so for another
quarter considering that it wil  then be a year since the release of the FDP. If the actions
are core platforms that other actions are dependent on, these should have begun by now.
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We think there are several areas where this is the case, for example confirming the
operating model to support locally-led, regional y enabled and central y supported decision
making. It is important that this is not just a catch phrase. It needs to add value to how al
kaimahi  work  and  how  Oranga  Tamariki  supports  Māori  and  communities  to  lead
prevention,  and  work in partnership for statutory aspects.  Another example is for
tohu/action 3.6, where we know of work underway that is business as usual at both local
and national levels that is not captured and not reflected by the statement of ‘No work
planned’.
15. As stated in our first quarterly report, we need a clear sense of the intended outcomes of
activities and actions, and realistic and measurable indicators of progress in place, so it is
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feasible to judge whether milestones are being met. While there is evidence of a range of
positive action, it is not yet clear what impact the activity is intended to have and what this
Act
wil  add up to in the longer term, and more importantly what positive benefit those actions
wil  have for tamariki and whānau. Without an outcome lens on the FDP, it is not clear how
Oranga Tamariki wil  know whether the plan is on track, and to what ends.
The report presents a balanced view of opportunities to ensure Oranga Tamariki can best
support whānau and communities through its functions
16. This section sets out a more specific summary of the highlights we have identified over
the last quarter. These are drawn from the attached detailed table, which should be read
with this commentary as we do not attempt to summarise al  our assessment and
Information
commentary here. This summary focuses on the highlights and gaps for attention in the
next quarter.
17. We understand the critical importance of communities having faith and trust in the Oranga
Tamariki system. This is vital to ensuring that Oranga Tamariki can best support whānau
and communities in its statutory functions. Therefore, we purposefully set out where we
Official
see positive progress, in order to support trust to grow. At the same time, we also
understand the importance of credible and constructive criticism of where more attention
is needed in Oranga Tamariki’s chal enging work. This summary attempts to balance these
two objectives.
18. Last quarter we had a separate section on priorities that we did not feel were adequately
Under
covered by the FDP. This quarter, we include those areas within our general assessment
to avoid unnecessary repetition. These should each be understood as areas the Board wil
be looking for evidence of progress on across our quarterly assurance reports,  and
explicitly to keep the vision and intent of Te Kahu Aroha in line of sight in the FDP.
19. The final section of this report sets out themes of  feedback from the frontline. This
reinforces both the positive and less positive assessments of progress we are able to
make in Te Kahu Ariki.
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SUMMARY OF PROGRESS TOWARDS CURRENT PRIORITIES
Support for the frontline needs to be given urgent attention over coming months
20. Through our engagement from sites to national office, we have observed increasing hope
and active preparation for a better future for the organisation, and most importantly, for
tamariki  and  their  whānau. While  this remains tempered with some anxiety  that the
changes are not yet embedded and could revert back to long standing default settings, we
heard  and saw  evidence of change that is  supporting  progress towards the future
direction.
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21. However, it needs to be understood that the pressure the frontline has been under for a
long while is not yet improving for many and their kaimahi ora is fragile. This needs to be
given urgent attention over the coming months.  We  understand that the Chief Social
Act
Worker and DCE Quality Practice and Experiences are  underway with work  to identify
options to relieve pressure on the frontline, and we offer our support to them in tackling
this long-standing chal enge which must be an absolute priority.
Sites and communities are getting ready to partner
22. There is widely-held agreement from the sites we spoke with for the need to devolve, and
some sites are ready and rearing to go. This is hugely promising and gives us confidence.
In at least some areas, working in partnership is already delivering better outcomes for
tamariki and their whānau. As captured in the feedback from the frontline, this work has
Information
already  enabled  whānau  to  be  the  key  decision-makers for their tamariki, with Oranga
Tamariki undertaking a supporting.
23. At the same time, while wil ing and eager to advance, others are not sure how to proceed.
They are awaiting clarification of the plan to partner and invest, and need active support
and guidance from national office to move in the future direction. Communities are also
Official
ready to partner and invest but need certainty to invest confidently. The confidence to take
action ahead of the plan being set and communicated by national office seems to depend
on individual site and regional leadership. Some exciting programmes and innovations are
evident where local leadership  is confident and has strong relationships with  their
community. To ensure this is consistent, we repeat our recommendation from Te Kahu
Under
Aroha, and as stressed also in our first quarter report, that a strategy to partner and invest
is needed so that sites can al  move ahead in confidence, and partners can have certainty
for their investment planning.  We have recently been informed that a plan is to be
developed, but to date have had no line of sight of its progress and believe it needs to be
prioritised to support devolution. We would like to be able to provide assurance on this
plan in our next quarterly report.
24. The strategy to partner and invest needs to be shared with the frontline while it is being
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developed. This wil  enable them to share their local initiatives, what has worked, and what
chal enges they have faced. Sites should not have to work out the model for themselves,
especial y when there are established successes to build from. It  is heartening to see
positive examples of partnership at the local level, as we have in our hui with sites and
partners. We are not confident, however, that national office is aware of these. This is
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particularly noting that the relevant actions on Oranga Tamariki’s quarterly update do not
note these examples of progress. These initiatives offer great material to learn and model
from.
Further work is needed to support frontline staff to understand the vision embedded into the
Future Direction Plan and Te Kahu Aroha
25. Meanwhile, we continue to hear from those we have engaged with on the frontline that
they are stil  not familiar with the FDP. They are eager to know more about this, and its
genesis. There was a higher degree of familiarity with Te Kahu Aroha, but also a desire to
know more and specifical y how the FDP wil  help deliver the aspirations of Te Kahu Aroha.
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Those who were familiar with Te Kahu Aroha expressed that it gave them hope that their
reality and their aspirations for tamariki were understood. They want this  reflected in
Oranga Tamariki’s response also.
Act
26. A number of kaimahi did acknowledge that they may have been told about the FDP, but
that they get such a volume of material from national office and are so stretched at the
site level that they risk missing information. They need information on changes that is
purposefully targeted to their stretched everyday realities, and that walks them through
change until it is embedded.
27. Resourcing pressures at sites  is  noted above already  as being pressing and not yet
improving. While this may not be a situation that can be reversed automatical y,
considering how long standing the pressures at the frontline have been and also
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understanding the financial pressures that Oranga Tamariki is under, we think there are
two clear opportunities to mitigate the pressure in the near to medium term. These are:
•  Firstly,  the workforce strategy needs  to continue to develop positively, as it
appears to be doing currently. This wil  al ow identification of al ied workforce
roles that can al eviate pressure from social workers by freeing them up to
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concentrate on delivering excel ent social work.
•  Secondly, making it clear when other government agencies wil  lead or support
in meeting the needs of tamariki and their whānau. This requires a transparent
approach to how agencies can together address the gaps that tamariki and
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their whānau can experience, when there is not clarity as to which government
agency is responsible.
The Oranga Tamariki Action Plan is progressing, and there is a lot of expectation of what it
needs to deliver
28. We  have been  told  that  the Oranga Tamariki Action Plan (OTAP) is advancing at the
national level. However, the sites we have spoken with have not heard of it or been asked
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to input into it, and they are not yet witnessing any systemic improvement in how agencies
work  together  to  support  whānau  and  tamariki  in  need.  Where there is col aboration
between agencies, it remains down to the personalities and local relationships and
networks. It is critical that system cohesion is addressed. Where there is cohesion, it can
deliver effectively for tamariki, rangatahi and their whānau and communities, as wel  as
support communities to lead. There are heavy expectations on OTAP to ensure a more
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systemised, consistent, cohesive and enduring approach, and we look forward to seeing
how OTAP wil  deliver against these weighty expectations.
29. Related to this, the FDP notes that the Regional Public Service Commissioners are to play
an enabling role in supporting the system to be more cohesive at the regional level. These
commissioners are appointed by the Public Service Commission, and we understand they
have been an important part of the regional Covid response. They may offer significant
promise to support regional cohesion, but we have seen no evidence that they are yet
focused on implementing the Oranga Tamariki FDP. We would like to see specific evidence
on this for the next assurance report. This could be a key enabling feature of the system
and should be in place by the next quarter to support the local y-led, regional y-enabled
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and national y supported model to be tangible.
There is a need to ensure coordinated support for tamariki, including tamariki whaikaha
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30. Support from other agencies on a consistent basis can real y help improve outcomes for
tamariki, particularly when their needs are neuro-diverse or disability related. Where the
support or responsibility is not forthcoming, it can leave a significant gap. This seems
particularly the case for tamariki who are not seen as having immediate health needs but
rather as having  ‘developmental’  or ‘mental wellbeing’ chal enges, and who don’t meet
what can be quite narrow criteria for support from other agencies. Their needs can fal
between the gaps, and/or default to Oranga Tamariki as the agency perceived to have
general responsibility for children, even without care and protection issues being apparent.
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This relates to the recommendations in Te Kahu Aroha for a prevention lens, as it is not
acceptable (and needless to say it is not likely efficient or a good use of public resources)
for tamariki whaikaha and tamariki with neuro-diverse experiences and their whānau to
have to wait for need to hit crisis levels and risk escalating to care and protection issues
for them to receive support. While we have confidence that the move to partnership on
prevention wil  greatly help with ensuring better and more timely services, there is an
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opportunity to address the workload pressures that the gaps in consistent government
col aboration result in. This is as, currently, kaimahi are having to pick up responsibilities
that could, and sometimes should, be being led by other parts of the government system.
31. We heard time and again from the frontline and from partners (as set out in our section on
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feedback from the frontline), that the process to get support from other agencies is
variable, energy sapping and can ultimately be fruitless, and often with little guidance from
national office as to what is supposed to happen. This means social workers are having
to reinvent the wheel of what can be done case by case and without a guide to navigate
across the system. Support wil  often fall back to Oranga Tamariki and how site managers
can twist and stretch their limited site budgets to bring in bespoke services to meet the
needs of tamariki, even when it is not for care and protection issues.
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32. This is not a new phenomenon. It is why in Te Kahu Aroha we cal ed out a priority need for
a cross agency response to meeting the needs of tamariki and their whānau. We hope that
OTAP can deliver, and that it wil  have the needs of tamariki and whānau whaikaha at front
and centre of its priorities as these New Zealanders have been marginalised for too long.
This wil  need to include consideration of increasing care and placement options for
tamariki whaikaha. They should not have to receive a support and protection response
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through the very constrained care and protection residential options when those are not
primarily their needs. More appropriate specialist care options are needed.
33. The Board has been receiving regular updates on the development of Oranga Tamariki’s
Disability Strategy which we understand is due to be completed by May next year. We are
pleased to see this important kaupapa is progressing, however we do have concerns about
the lengthy timeframe to deliver. We have been advised that the completion of this
strategy wil  not impact on opportunities in the meantime for Oranga Tamariki to improve
its responsiveness to the needs of tamariki whaikaha. The Board wil  continue to fol ow
the progress of this work.
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There is a need to clarify the core role and purpose of Oranga Tamariki, so that social work
can be given space and support to be excel ent, and to develop an outcomes framework to
support enduring transformation
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34. In our first quarter report, we  argued for the need for an outcomes framework to be
developed to support the implementation of the FDP. We have become more convinced
of the need for an outcomes framework through our analysis this quarter. We see a
number of actions progressing  in terms of the activities committed to.  While this is
positive, it is not clear what the actions are col ectively adding up other than reflecting
levels of output and activity. While we have been told an outcomes lens wil  be developed,
we have seen no evidence of planning for this and wil  be looking for active evidence of a
more strategic approach to measuring and communicating impact for our next quarterly
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report.
35. On social work practice more specifical y, we see evidence of promising progress and
reception of the practice shift. We observe, however, that there is not good alignment of
the practice shift across the FDP. This is to the extent that it is not clearly aligned with any
one action  or theme.  This makes it difficult to capture the sum total of the progress
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towards the shift  and  reinforces  that the plan is weighted towards activity rather than
outcomes. A strategic outcomes lens would help address this. There also needs to be
ongoing commitment to workshop and support the frontline in the shift as it is not a
deliverable to be marked off, so much as a paradigm shift that needs ongoing support so
it can be truly transformational at both the strategic and operational levels.
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36. At the same time as seeing the promise of the practice shift, we are frustrated by the lack
of progress on supervision, induction and training. These are areas that are  core  to
supporting Oranga Tamariki’s core workforce. It is critical that supervisors have the time
capacity to offer regular reflective and casework supervision, and to receive it themselves.
Excel ent supervision is what drives excel ent social work practice. But despite stating this
nearly a year ago in Te Kahu Aroha, and repeating it in our first quarterly report, supporting
supervision remains an outstanding and pressing matter. This is also the case for lifting
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the consistency and regularity  of induction for new social workers and of regular and
planned professional development. Together, supervision, induction and training are
pivotal to reclaiming the professionalism of social work as core to what Oranga Tamariki
leads on. We expect to see more progress on this issue by the next quarter as this is within
Oranga Tamariki’s immediate sphere of control and should not have to wait on external
factors.
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37. Our final comment in this summary of our assessment is that, fol owing on from social
work being core to what Oranga Tamariki exists for and should lead on, we echo our cal
from Te Kahu Aroha, repeated in our first quarterly report, that the purpose of Oranga
Tamariki must be made clear. At the moment it can be held responsible for most matters
pertaining to tamariki, despite the lead responsibilities of a range of other agencies. At the
same time,  outside of Youth Justice, it  is not clear what the role of  the agency is for
rangatahi, or how their needs are prioritised. It is no doubt useful to many that there is
ambiguity as to the scope and parameters of Oranga Tamariki’s role. We do not consider
this optimal, however, for tamariki, rangatahi and their whānau whom Oranga Tamariki
exists to serve. It means that kaimahi and resourcing are stretched in too many directions,
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and unable to get on top of their workload. It is inevitable that Oranga Tamariki cannot do
everything well. However it must do statutory social work very wel . This is what wil  help
tamariki and rangatahi who real y need Oranga Tamariki, and this is what Oranga Tamariki
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must lead on, and be able to deliver, without distraction.
38. While Oranga Tamariki has  engaged with us  in the  work to set its  purpose, and we
acknowledge the wil ingness to include us in the conversation, we fear that the issue is
being approached too narrowly to achieve the transformation needed. We want to see an
appetite to take this back to first principles as to who Oranga Tamariki really exists to
serve. We repeat our chal enge that the role and purpose of the agency must be clarified.
Therefore, its vision must be open to changing also, or the agency wil  remain unable to
please many and not able to deliver for those who need it most. This is while purporting
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to be able to ‘ensure al  tamariki or children in Aotearoa New Zealand are in loving whānau
or family and communities where oranga tamariki can be upheld’.
39. While we understand and admire the aspiration behind the current vision statement, we
do not believe any government agency can ensure ‘al ’ whānau and families are loving, and
this misconceives the role of the state, and ability to be effective by any state agency. It is
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also counter to the desire expressed by many for Oranga Tamariki to intervene less in the
lives of families and to instead enable whānau, families, iwi, hapū, Māori and communities
together  to lead prevention so that state intervention is ultimately  not needed, and
meanwhile is needed less and less. Most of al , it is potential y dangerous as it risks losing
sight  of  those who really  need  Oranga Tamariki to support  them towards  safe and
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improved outcomes through effective social work.

THEMES FROM FEEDBACK
40. In this section, we provide an outline of the key themes that we heard from the frontline.
We purposefully sought their input as an important marker of visibility of change and whether
that change is delivering  as intended to drive effective support for tamariki. This section
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responds to the Minister’s request to highlight the voices of the frontline in our assurance
reporting. The majority of those we spoke with at sites around the motu were not familiar with
the detail of the FDP (or in a number of cases, with the plan itself). This means that their views
are not easily able to be structured in line with the plan’s actions, though they general y align
readily enough with the themes identified above.
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41. We received this feedback and input through hui with the Oranga Tamariki frontline and
partners. In preparing this quarterly report, we have met with around 350 kaimahi from sites
across the country though a series of 14 online clinics.
42. These themes are also informed by additional hui we had with sites and their partners,
which were organised to support our phase two reports on care, Family Group Conferences,
and the unmet needs of tamariki whaikaha in the Oranga Tamariki system. We wil  report in
more detail on these matters in the coming months, within the umbrella of our Te Kahu
Aroha framework. This wil  be informed in addition by planned ongoing engagement with
tamariki and rangatahi advocacy groups, including specifical y for tamariki whaikaha.   1982
43. Through these hui, we had the opportunity to meet with a range of partners working with
Oranga Tamariki, including iwi social services, strategic partners and section 396 providers.
We heard about a range of positive emerging relationships, with some practical actions
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already underway in partnership with Oranga Tamariki in some areas. Others are ready to go
or are actively readying themselves for next steps but are awaiting clarity of what the plan is
and how they wil  be resourced. We heard of some exciting and positive experiences,
whereby working in partnership is already delivering better outcomes for tamariki and
whānau, reducing the number of tamariki needing be to be taken into statutory care, and also
reducing overwhelming workloads for Oranga Tamariki kaimahi.
Themes from frontline engagement
44. This section sets out the themes we heard coming through most strongly from
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discussion with the frontline in terms of progress they are seeing towards implementation of
the FDP and the hope they have in the potential for transformation. In places, quotes that
exemplify the themes are included to add a direct sense of the tone and depth of the theme.
45. The Board has had a strong sense in al  conversations with the frontline that we have
been profoundly welcomed at site and regional level, with kaimahi openly and wil ingly
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sharing their hopes and frustrations with us. There are positive signs emerging from these
conversations, as well as barriers that need to be addressed.
46. This includes that many have expressed hope in the change that is identified and
promised, but that they remain uncertain that the change wil  actually eventuate. A number
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told us that they believe that change needs to be deeply embedded. They caution Te Riu to
be aware of the ease of defaulting back to past type, and to have a mitigation strategy in
place to respond to outside pressures to be more interventionist and punitive.
The frontline want input to national policies and strategies – and clearer engagement and
messaging
47. A number explicitly stressed that they are pleased to see Te Riu now in place and are
supportive of both the new leadership, and the new direction. They want to be able to help
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and this means they need openness to being heard. They have not felt this has been the
case in recent years. They want to be confident that their views wil  be actively sought by
central leadership. They really want the opportunity to input to strategies, particularly to have
their voices reflected in strategies that are intended to support them, such as the kaimahi
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ora strategy. They feel that their views need to be sought and heard at the national level, so
they can provide insight of day-to-day reality of their work.
More must be done to monitor and report on successful examples of frontline work
48. As part of this, a clear theme that came through is that there has been limited socialising
of Te Kahu Aroha and the FDP to the frontline. Kaimahi want to know more about what the
future aspiration is, how the FDP wil  impact their work at the day to day level, and what
guidance they wil  receive to help them navigate to the future state.
49. The lack of awareness of the FDP, the Kaimahi Ora strategy, OTAP and other national-1982
level plans shows an opportunity to establish more effective mechanisms to share
narratives, and learn and model from the frontline to the centre and vice versa. There seems
to be a communication gap, and that while information flows in large volumes, the key
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points of the communication are often missed and the mechanisms used to disseminate the
information is not always effective.
50. A specific example of this includes the range of promising initiatives in partnership with
iwi and communities that we heard about from the frontline but do not seem to be known
about at national office. Yet these offer evidence of tangible progress. It is in national
office’s interest to know about and reflect these in their reporting and planning to support
progress of the FDP. This would also help other sites see accessible models that they could
take inspiration from and understand how to progress. The Board consider that initiatives
like these provide national level support functions an opportunity to monitor, report and plan
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towards realising the action within the FDP.
51. Another example is the Practice Shift which has been rol ed out through a series of
kanohi ki te kanohi workshops. The frontline has told us these were effective and engaging,
and that this method should be considered normal practice for supporting important
kaupapa and shifts in practice and understanding. This is in contrast with the volume of
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online communications that are received by the frontline. We are told it is hard to distinguish
priorities within a growing inbox. Frontline staff fear important information gets lost while
they respond to critical incidents.
Kaimahi are excited about the Practice Shift
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52. General y kaimahi are onboard and excited about the Practice Shift but they feel they
need more support to make the shift transformational and enduring.
“The practice shift is a massive change and real y needs to be able to consolidate
and settle. … There is a huge problem with the lack of caregivers – would be great if
there were short term option for respite or a circuit breaker for care so we can take
the time to support the whānau to make an enduring plan”
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53. A number of sites were excited to tell us that positive relationships are being built with
their iwi and with local Maori providers and the community, and this is being actively led by
kairaranga.
“They provide amazing cultural support”
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“Iwi services in our area are developing, it’s only been six months”
“Our Kairaranga also conduct hui for our transition to independence cases”
“The Kairaranga is supporting us in the Māori practice shift”
“Kairaranga can be amazing – where well connected and available to site, cultural
support makes a huge difference to our ability to build trust. Kairaranga can
advocate for whānau and that is huge. Also so helpful for rangatahi and the
transition to adulthood discussions”
54. Other agencies are not on the practice shift journey, however, and do not take the same
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approach to trying to keep tamariki with their whānau. Kaimahi want to know that national
office is working to bring other agencies along on the practice shift.
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“Some counsel for children don’t agree with whānau-led decisions, they are saying
you just need to take orders”
“Other agencies aren’t all on the same path and there is a rub, particularly with the
Family Court but not only – we’re leading and some are fol owing and others are just
not on the same page. And we are being pressured by some to take custody, where it
is not needed”
“Feels like we are the only ones in the government system trying to keep kids out of
care though – rest of system is working against us. And resourcing not adequate and
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not supported by other agencies”
The frontline is supportive of devolution and partnership but require committed support to
enable enduring relationships
55. Frontline kaimahi are on board with the devolution of resourcing and decision-making to
iwi and community groups.
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“It’s been exciting for me, focusing on partnership. Seeing the changes for tamariki
and whanau”
56. They are actively engaging and preparing for devolution and partnership, with some
trialing innovative models with their communities. However, they are concerned that
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resourcing wil not be provided to enable them to deliver on this, hampering their confidence
as to what they can agree to with partners. They are eagerly awaiting clarity from national
office as to what the parameters of partnering are, as they fear they are risking under
delivering and failing to meet expectations.
“There is a disconnect from what comes out from national office and what is down at
site. We have to do it al ourselves”
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“Resourcing community providers has become a real issue due to the fiscal issues”
“We want to push partnering and relationships in our site and region. We started
doing that during COVID with community and iwi and we started to form that
relationship. Recently an hour before the meeting we got word from national office
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we don’t have the money and we won’t have money to progress until 2024. It was
very embarrassing and has impacted the relationship with the iwi”
The plan to move to Locally-led, Regionally-enabled, Nationally-supported is not yet clear
57. The frontline needs clarity as to what a local y-led, regional y enabled and national y
supported approach actual y means. They have seen and felt an increasing shift over recent
years to the opposite, with decision making being centralised away from them. This has
been exemplified by a range of delegations being removed from the site level. It reduces the
ability for agile local decision making and also causes inefficiencies as multiple levels of
sign off are required. Partners know that local managers do not hold al  the necessary  1982
delegations and are unsure who to talk with for each decision. We were told that the
frontline has lost a lot of oversight of funding with their financial delegations significantly
decreased, and this means that shifting funding is dependent on a national investment plan.
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58. In relation, many frontline staff do not have a good understanding of what is or has been
purchased local y. This appears to be due to uneven communications and unaligned
boundaries between care and protection, partnering for outcomes and youth justice. It is not
yet clear how planning to realign these to support the practice shift is proceeding, and the
frontline want clarity on this soon.
Co-location has proven effective
59. At the same time, many noted that when they know each other and are co-located
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between care and protection, partnering for outcomes and youth justice col eagues, they can
successfully leverage each other’s resources and networks. They want this to become more
consistent across sites.
“Depends on our individual relationship with PFO as to what we know about, and
what we mean by local – community level rather than regional level as that talks to
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being able to work with little local providers as wel  as those with scale”
60. We have also heard of examples where a multi-disciplinary approach has been effective
at reducing harm through getting tailored support to whānau before risks escalated to crisis
point. This work has, in the examples we were told of,  been stopped due to funding
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constraints and lack of evaluation to prove the value of the investment.
“Our local multi-disciplinary team identified a lot of cases coming to site. This was
real y effective in the prevention space, but the trial ended due to funding ending, but
it was working so wel  and was real y helping whānau. And we found out last week
that the review hasn’t even been done. And now we’re back on intake and seeing so
many cases that could be going to the multi-disciplinary team for prevention. Such a
shame that we stop delivering a service to whānau because of the top down
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decisions”
The significant lack of placements, including for tamariki whaikaha, causes extra stress for
kaimahi and for tamariki and whānau
61. The lack of available placements is an on-going issue for the frontline. Specialist
placements are often just not available, and there is a primary need for emergency/short
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term and care and protection placements. We are hearing that motel usage to
accommodate young people is not uncommon.
“No young person with high disability needs should be placed in a motel”
62. Some social workers also reported that when motel rooms are not available, they resort
to sleeping at site offices alongside the young people. We were told that some offices have
a bed on the premises in the children’s room which wil  be used by the young person, and
kaimahi wil  rest on whatever furniture is available. The next day, the task of searching for a
placement option is then repeated by the social worker.
“When there are no placements or motels available – I have to drive around al  night”
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“When I arrive to work some mornings, I find some staff sleeping in the office”
63. It is very clear that there is a need for a significant increase of resourcing and Act
placements for tamariki and rangatahi with disabilities and/or high and complex needs. This
has come up in discussion with virtual y every site and is an example of where a cross
agency and multi-disciplinary approach needs to be in place.
64. At each engagement, staff discussed the impact of amendments to the legislation
regarding tāngata whaikaha. The impact of the repeal of section 141 has been significant.
We were told that the section has not been replaced and this has had a number of negative
impacts, particularly for finding appropriate services for tamariki whaikaha. At the same
time, there has been an increasing number of tamariki whaikaha being reported to Oranga
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Tamariki.
“We’ve been struggling since the section 141 repeal. Some children have had to come
into care due to their disability that their parent’s couldn’t deal with. Whānau need
support not statutory intervention”
65. While kaimahi spoke positively about support from their Regional Disability Advisors,
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they are concerned by how effective sites are for supporting tamariki whaikaha.
“Our office has a 14 social workers tag team staying with a young person in a motel. One
social worker has clocked up 17 hours of toil in one week”
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“There is a lack of support for trauma, mental health and developmental disorders that
other agencies won’t take responsibility for. It’s a real gap in responsibility. They want us
to have to take responsibility and take them into care rather than support them to stay
out. FASD is only going to grow this gap and resulting huge development and
behavioural issues – Mental Health pushes back and say not their’s but rather trauma or
developmental and tell us it’s our responsibility. Real y hope there’s a strategy for
addressing this as it’s such a problem”
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“So many times, parents and whānau are judged for not being good parents but are
actual y doing real y wel  in a very difficult situation. Most of the parents [of tamariki
whaikaha] we see are broken by the time they come to us. The system has absolutely
failed them”

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Clarity of roles and responsibilities
66. Kaimahi have told us about the significant pressure on the frontline due to a lack of
government col aboration, and the broad expectations of their role.
“Oranga Tamariki get asked to do everything, including from the Courts, Ministry of
Education and from Work and Income”
“Social Workers are depleted because we are doing al  of the other’s jobs like
education, mental health, courts, health – it should not al  sit with us”
“Biggest difficulty currently is with the District Health Board, they have a different  1982
view of partnership, its them and us”

“We feel unsupported by health and education, al  the other agencies say it’s too
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hard, not my problem, we can’t”
67. Where effective cross agency work is happening, we were told this depends on local
relationships. The frontline want to be confident that Te Riu is working to systemise this and
address the long-term barriers to col aboration with other agencies, including shared
resourcing. They want to know that Te Riu wil  advocate for an across sector approach.
68. The frontline also specifical y want to be involved with the process to clarify Oranga
Tamariki’s purpose. They agree this must be clarified, as while they know their role at the
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local level, they do not feel that the place of Oranga Tamariki in the system is clear and this
is unhelpful for everyone.
“Some of this is that Oranga Tamariki gets asked to do everything – need to agree
our core role, as we are asked and expected to fund everything – from judges
through to other agencies, education, housing etc leave it al  to us. Becomes very
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political very quickly. Optimistic but not confident. We’ve got to keep on trying”
Dedicated support for effective social work is needed
69. While it is promising to see the focus on understanding the practice shift and thinking on
how it can be implemented local y, we are not seeing a paral el focus on ensuring
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understanding of what statutory social work is and how social workers are supported to
understand what they lead on.
70. We heard from many of the frontline that they do not have the knowledge and skil s
needed for effective practice when working with tamariki whaikaha and disabled parents.
They spoke of the need for specialised disability training for al  social workers and a clear
pathway within Oranga Tamariki for information and guidance.
71. As identified in Te Kahu Aroha and as outlined in our first assurance report, the lack of
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consistent offering of training, induction, and professional development, including on what
statutory social work is, remains a clear gap. We are unsure why this critically important but
relatively ‘low hanging’ priority is not being picked up.
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“There is no training or professional development in the ever-changing environment
we are working within, how do we navigate through that?”

“Such a shortage of staff means we are too frantic to prioritise supervision, and with
so many changes coming down from above and it’s difficult to see which is going to
last, and when we’re under so much pressure. Everyone is very dedicated and wants
to do their best, but we’re constantly in crisis management and things just fal  off the
to do list. This really bothers me”

“The intention is there but our supervision is pulled into consults and other meetings”
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72. Supervisors would like social workers to have timely induction and not everything
delivered via e-learning. Delayed induction increases the pressure on an already stretched
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supervisory role. Timely induction training should be prioritised.
“By the time a social worker starts their induction training, it’s too late, they have
already been doing the job”

“Social Workers are being asked to put faith in something they can’t relate to. We
need face to face, not email. Need to use different platforms, people want to say
something but have given up”
“Al  training is stil  being done online; we miss out on kanohi ki te kanohi”
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Caseload pressures are still impacting on effective social work
73. The impacts of inconsistent supervision, training and induction are increased by the
pressure of having to cover for after hours, fol owing working a full day. Many frontline staff
spoke of their concern for health and safety, having to transport young people long
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distances, often taking the whole night, to hard found placements and then be back at their
desk the fol owing day.
“Being cal ed out on after hours is now the norm not the exception”

“I’ve been a social worker for 22 years and in this field for 15 years and I’ve never
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seen it like this before”

““There are just no reserves. We don’t have the capacity to be able to take the toil. I
don’t want to work al  the time, I real y don’t. And we have our own whānau and they
need our attention also. We’l  al  just burn out and then what?”
74. Social workers told us they do raise their concerns at the site level, and have confidence
that their site management is doing what they can to address these challenges. For some,
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things have improved fol owing site management intervention, though for others the
problems are more systemic and therefore are not able to be addressed at the site level.
Regardless, the many social workers we spoke with don’t feel this reality is understood away
from the site level.
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IN-CONFIDENCE

“We have confidence when we raise things to our supervisor and site manager but no
confidence above the site manager”

“When it hits higher levels, it fal s on deaf ears”

“Please listen to us, come to the regions, every place is different. Listen to what we
are real y needing’

“Kaimahi ora - if we’re not kei te pai, we can’t make the practice shift despite or
commitment to it. We need to be heard on this and feel that our concerns are
validated”
1982
75. It is comments such as these that reinforce the need, as set out in our summary section,
for kaimahi ora to be urgently addressed, and for national office to routinely and proactively
seek the input of frontline kaimahi into strategies and policies so these can be effective for
Act
and responsive to the needs of the frontline. Ultimately this is needed to improve outcomes
and strengthen the impact of quality social practice for tamariki, rangatahi and their whānau.
Information
Official
Under
Released
16

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Oranga Tamariki’s focus for the next 18 months
Board high-level assurance summary
1. Implementing the organisational reset below the leadership team, confirming regional
There has been progress towards this theme and there is evidence that structural change is
boundaries and the new operating model.
imminent [1.2, 1.3, 1.5, 1.6]. It is unclear what the new operating model will look like and how this will
impact on the overall transformation. We lack clarity regarding how the regional boundaries and
2. Strengthening the feedback and complaints system through immediate improvements
resourcing will shift and until this becomes apparent, we cannot be confident on the solidity of
and commencing implementation of a broader plan to deliver ‘fit-for-whānau’
progress.
complaints experiences.
3. Progressing Residential Care and Other Matters Bills, as well as integrating Service
In response to strengthening the feedback and complaints system, the programme of work strives to
Delivery initiatives under the Te Oranga o Te Whānau Portfolio, to support the
ensure tamariki and whānau are central to decision making. The work progressed under action 1.8
1982
transition plan to close residences.
to embed the voice of tamariki and whānau at the centre of decision-making is not yet visible. While
4. Supporting tamariki and whānau participation in existing practices and processes and
promising, we do not feel that the activity collectively meets the intent of this tohu.
Future Direction Plan change initiatives, building towards a future state systematic
Act
approach to tamariki and whānau participation and influence on decision-making.
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.1
Determine how
Te Riu Leadership
Oranga Tamariki have stated that
The new leadership team (Te Riu)
Potential to align with: overarching
Phase 2
Kiwi
functions are
Structure went live on 12 April
this action is now complete.
came into effect on 12 April, and
recommendation 1 re upstream
grouped for best
2022. The smaller leadership team
the Board has been advised that
prevention; overarching
While complete,
effect, and then put in
holds a different set of
further recruitment is planned as
recommendation 2 regarding
there are questions
Information
place a leadership
accountabilities focused on:
some appointments are
purpose, including restoring the
about the long-
team to reflect this,
• The Ministry’s core purpose,
interim. We signal the need to
mana of social work and the
term ambitions of
drive further change,
• professional social work
have a plan in place to address
OCSW; and
this action being
and set culture. This
practice, and
those future vacancies and the
overarching recommendation e, re
met. The Board will
will ensure that
• how the Ministry partners to
uncertainty this situation generates
ensuring all within Oranga Tamariki
keep a watchful
professional social
deliver services locally to best
for the organisation.
understanding their role in
brief.
work practice is
meet the needs of tamariki,
contributing recommendation 20,
Official
appropriately
rangatahi, whānau, and
To ensure this action translates to
but this will be dependent on
reflected at this
communities.
better outcomes for tamariki and
implementation of form
leadership level.
whānau, an overarching
Two of the eight are required to be
outcomes framework is critical for
certified social workers. This is
ongoing accountability.
intended to ensure the professional
Under
social work practice perspective is
reflected at the leadership level.
Released
Te Oranga o Te Whānau Portfolio: A process is currently underway to bring Service Delivery initiatives into an integrated ‘whole of care’ portfolio underpinned by tikanga, matauranga Māori, bold aspirations and iwi
partnerships. The Portfolio brings together Whānau Care, Youth Justice and Specialist Groups Homes, Care Residences Redevelopment (Transforming Te Oranga and Te Kaahui Whetuu ), the Care Investment & Planning
(Cost of Care) programme as well as the Care Continuum (Future Model of Care) under the mantle of Te Oranga o Te Whānau. Reporting for the portfolio will be provided at the next reporting period.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.2
Alongside the
Progress as planned
Functional changes beneath the
The Board looks forward to seeing
Not associated with any specific Te
1.3
Kākā
development of a
Timeframe to deliver: June 2023
leadership team planned for
a concrete plan with clear
Kahu Aroha recommendation
1.5
new operating model,
discussion and prioritisation among
milestones and timeframes for how
directly
1.6
consider what
Initial discussions on the functional
Te Riu by the beginning of June.
this work will progress.
Phase 2
functions and models
changes below the leadership level
Subsequent discussions among Te
best support
have occurred.
Riu are scheduled for early June
This quantum of change must
subsequent change
and will for the basis of an
demonstrate significant and
1982
below the leadership
approach and timeline to sequence
positive benefits for tamariki and
team.
delivery of the future phases of the
whānau.
organisational reset.
The Board would like to know if this Act
The review of the functions below
is the same operating model
the leadership team and the pace
as referred to in actions 1.3
at which these can be implemented
and 1.5.
is dependent on work to reset
regional boundaries and the
We look forward to providing more
development of the regional
fulsome assurance towards this
operating model.
action and related actions in the
next Te Kahu Ariki quarterly report.
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.3
Reset Oranga
Progress as planned
By end of July 2022
We understand this action as
Potential to align to all three
1.5
Kākā
Tamariki regional
Timeframe to deliver: June 2023
• Defining the scope of change
bringing together the organisation’s
overarching recommendations as
1.6
boundaries to have
and identifying resources.
operating boundaries, so they are
well as:
2.3
It is important for
one common set
• A desk-based analysis was
• Agreeing communication and
consistent across all service lines.
3 - Understanding what regional
Phase 2
this work to
across the agency
completed and potential
engagement plan.
The Board has been given limited
governance arrangements exist
progress in the
that better reflect the
opportunities to establish a
• Defining interdependencies to
information regarding the planning
4 – Ring-fence resourcing to
next quarter. The
1982
communities it
common set of regional
support sequencing and delivery
of this work and we would value a
support regional planning
agency and the
serves.
boundaries was presented to Te
• Developing a TOR for PSA
briefing on the plan and progress to
6 – Responsiveness to partners
community are in a
Riu.
engagement and input.
date.
7 – Community workforce needs
holding pattern
8 – Local helplines
until this is
Act
This analysis accounted for
Alignment and interdependency
The Board would like to:
11 – Developing social sector
progressed.
operational practicalities and
mapping with the regional
• understand how this work
workforce plan
was guided, in order of priority,
operating model will occur on an
supports other key programmes
16 – Triage from NCC to
by the following:
ongoing basis.
of change, such as the Enabling
communities
• Minimising disruption to
Communities strategy;
19 – Ensure adequate resource for
current and emerging
Work to deliver Actions 1.3 and 1.5
• establish if this work
communities to lead upstream
partnered practice
will enable and progress delivery
encompasses the redistribution
prevention
approaches and
on Actions 1.6 and 2.3.
of investment and resource to
agreements.
reflect community need and
• Iwi and hapū areas of
Challenge(s) to future delivery:
priorities; and
interest.
• Requires consultation with local
• be informed about planned
Information
• The boundaries of key
leaders, partners, and iwi to
consultations with local leaders,
agencies Oranga Tamariki
ensure decisions are not
partners, Māori collectives and
work with (e.g., Police,
disconnected from these
kaimahi.
MSD).
communities and whānau.
• Territorial authorities and
We feel that progressing this work
statistical areas.
is pivotal to delivering quality
outcomes for tamariki and whānau
Official
Responsibility for owning and
and successfully achieving the
taking forward the initial analysis
strategic outcomes set for Oranga
will be led by the DCEs Service
Tamariki.
Delivery and DCE Māori,
Partnerships and Communities,
with the Director Transformation as
Under
support.
Initial meetings to progress this
work have occurred, including a
meeting with the Public Service
Association (PSA) to discuss their
involvement in this mahi.
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.4
Strengthen the
Progress with some challenges
Improvements to residential
There has been progress against
Aligns with the Residence Report
5.1
Korimako
feedback and
Timeframe to deliver: June 2023
grievance process
this action, although we understand
and potentially with
5.3
complaints system so
• Design and deliver immediate
there have been delays due to
recommendation 5 of Te Kahu
5.5
it is ‘fit-for-whānau’,
Manaaki Kōrero
improvements to the residential
COVID-19.
Aroha with respect to ensuring
5.6
and ensures that
Improvements to residential
grievance process (July 2022
voice of tamariki and rangatahi are
tamariki, rangatahi
grievance process:
delayed from April).
The Board understands Oranga
at the centre of all planning and
1982
and their whānau
• Completed scoping of initial
Tamariki is working with VOYCE –
delivery
have their voices
improvements to the grievance
Develop and implement fit for
Whakarongo Mai to co-design a
heard and have
process.
whānau complaints, grievance,
future state blueprint. All parties
confidence in the
• Commenced stocktake of work
information, assistance and advice
agree that the future complaints
Act
process.
already underway relating to
processes
system must:
each immediate improvement
• VOYCE-Whakarongo Mai to
• have whānau at the centre,
(ongoing).
facilitate co-design with tamariki,
ensuring confidence in a
• Established agreements with
rangatahi and whānau a future
process that enables their
general managers to progress
state blueprint for fit-for-whānau
concerns and feedback to be
development of immediate
feedback, complaints,
heard, listened to and
improvements to the residential
information and advice systems
respected;
grievance process.
and processes (October 2022).
• be accessible for all including
• Support kaimahi to work with
tamariki and whānau whaikaha.
Develop and implement fit-for-
VOYCE, tamariki, rangatahi and
whānau complaints, grievance,
whānau to develop and
To be able to provide assurance
Information
information, assistance and advice
implement internal process
we need more clarity on:
processes:
changes or solutions that enable
• issues that require immediate
• Signed contract with VOYCE to
the co-design the experience
attention in the current
co-design with tamariki,
(Nov 2022 – Feb 2023).
grievance process and the
rangatahi and whānau a future
• Develop and implement a
projected timeframe to address
state blueprint for complaints,
prioritised or sequenced plan for
these;
grievance, information,
wider-scale solution
• progress against the fit-for
Official
assistance and advice
development and
whānau blueprint.
processes.
implementation, ensuring
VOYCE-Whakarongo Mai,
We look forward to providing
Delays this quarter:
tamariki, rangatahi and whānau
further assurance against this
• COVID-19 limited residence
have a quality assurance role in
action in the next quarter.
staff capacity to engage. This
implementation (February 2023
Under
has delayed the intended
onwards).
commencement of the delivery
against opportunities for
Improvements to existing Feedback
immediate improvements (April
and Complaints processes.
to July 2022). Small working
• Work is underway to integrate
groups have been formed to
ongoing improvement activity
workaround this challenge.
within the wider Feedback &
Complaints service. Change
processes will be driven through
Manaaki Kōrero.
Released
Challenge(s) to future delivery:
• Beyond initial improvements to
grievance process, funding
needs to be secured for
FY23/24 for implementation of
the ‘fit-for-whānau’ system.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.5
Develop an operating
Progressed as planned
By end of July 2022 key
We note the initial work undertaken
Potential to align with overarching
1.3
Korimako
model that drives
Timeframe to deliver: April 2022
activities
towards this action. The Board
recommendation 1 with respect to
1.5
locally led, centrally
onwards
• Defining the scope of change
would value an opportunity to see
enabling upstream prevention.
1.6
enabled ways of
and identifying resources.
the engagement plan, as feedback
2.3
working.
• Completed desk-based analysis
• Agreeing communication and
from staff and community
2.5
of the key elements for a locally
engagement plan.
organisations highlight a lack of
Phase 2
led, centrally enabled regional
• Defining interdependencies to
clarity as to what it means to be
1982
model.
support sequencing and
‘locally-led, centrally-enabled’.
delivery.
• Analysis was presented to Te
• Developing a terms of reference
The Board is not clear on the
Riu in late April as preparatory
for PSA engagement and input
interdependencies between actions Act
thinking for DCEs Service
into the regional model mahi.
1.2 and 1.5 and what the
Delivery and Māori,
• Mapping and management of
deliverables for this work are. We
Partnerships and Communities
interdependencies with other
require further information as to
to own and take forward, with
initiatives [e.g., Enabling
how they align.
support from the Director
Communities, Tamariki and
Transformation.
Whānau Participation approach,
Partnering Strategy, Investment
• Initial analysis identified what
Strategy and Workforce will
functions, services and supports
occur on an ongoing basis.
are required locally, regionally,
and centrally to enable the
Work to deliver Actions 1.3 and 1.5
Information
regional model as outlined in Te
will enable and progress delivery
Kahu Aroha. Analysis was
on Actions 1.6 and 2.3.
based on previous reviews and
enquiries, as well as feedback
Challenge(s) to future delivery:
gathered from Tier 3 leaders,
• Requires consultation with local
local and regional kaimahi,
leaders, partners, and iwi to
communities and iwi.
ensure decisions are not
Official
disconnected from these
• Engaged with PSA to discuss
communities and whānau.
their involvement in this mahi.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.6
Ensure the operating
Not yet progressed
Work on Action 1.6 can begin after
The Board understands that
Potential to align with overarching
1.3
The Board has not
model allows the
Timeframe to deliver: April 2022
initial work on Actions 1.3 and 1.5
progress against this action is
recommendation 1 with respect to
1.5
received enough
agency to invest
onwards
has progressed.
dependent on actions 1.3 and 1.5
enabling upstream prevention.
1.6
information to be
more resources and
and as such, we are unable to
Phase
able to provide
staff into early
This work will be progressed as
provide assurance this quarter.
assurance that
support
part of the work against Actions 1.3
work is
and 1.5.
We see this action as critical, as
progressing accor
supporting whānau early can assist
1982
ding to the Future
In the meantime, the organisation
to prevent escalation - and
Direction Plan
is already actively looking for
therefore prevent need for statutory
timeframes.
opportunities to invest more
intervention. We would like to hear
A strategy to
Act
resources and staff into early
more about this and whether any
partner is still
support as part of the
opportunities have been identified
urgently needed.
Relationships, Partnership and
to test initial thinking to ensure
Decision Making workstream.
future progress towards this action
delivers tangible change for
tamariki and whānau.
The Board expects to provide some
assurance on this action in our next
Te Kahu Ariki report.
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.7
Through a fit-for-
Progress as planned
• Caregiver information system
The Board has not seen evidence
Residence Report, noting that the
1.7
Korimako
purpose transition
Timeframe to deliver: June 2023
rolled out to all regions (June
of progress towards this
report stressed the importance of
4.7
plan, close our
2022).
action since the last quarter. It is
more options for residential care
The Board is
current care and
• Caregiver Information System
our understanding that the plan
rather than focusing on closing
concerned that
protection residences
went live in February and is now
• Residential Care and Other
presented to the Board previously
current limited options.
progress against
and replace them
being rolled out to regions
Matters Bill enacted (mid
remains in place.
this action has
with a model that
incrementally.
2023).
slowed as Oranga
1982
enables tailored care
We are curious about the
Tamariki is silent
for tamariki with high
• Work is underway to integrate a
• Integration of service delivery
work being prepared on the various
on some activities
and complex needs.
number of service delivery
initiatives into the Te Oranga o
capital works programmes and the
that were
initiatives into the Te Oranga o
Te Whānau Portfolio to occur
reprioritisation of capital projects.
included in the last
Act
Te Whānau Portfolio, including a
soon. Future work planned that
We would like to understand
quarterly report.
number of initiatives progressing
will be integrated into the
the impact this work has on the
actions 1.7 and 4.7. Work this
portfolio includes:
current residential replacement
quarter under initiatives that will
programme.
be later integrated into the
Transforming Te Oranga
Portfolio includes:
• Initial engagement with Ngāi
The Board has concerns that this
Tahu and mana whenua
action appears to have stalled. Our
Transforming Te Oranga
Ngāi Tūāhurriri is expected
view is that the work needs to not
• Further engagement with Ngāi
by May 2022.
only be focused on reframing
Tahu planned to understand
•
residential services, but also on
Alternatives to Residences
their aspirations for Te Oranga.
expanding care options with
based on capital project
Information
This will explore broader
communities and partners that
reprioritisation
collaboration opportunities.
support tamariki whaikaha, tamariki
recommendations in the
Conversations with Ōtākou
that Oranga Tamariki define as
initial analysis report, a
Health Ltd (Ngāi Tahu S396
high and complex needs, and their
Cabinet Paper will be
Provider) was held.
whānau. The Board is critically
prepared for submission by
aware of the high level of unmet
end FY21/22 (July 2022).
Alternatives to Residences
demand and scarcity of
Official
• A report is being prepared
placements.
outlining initial analysis of
various capital works
We will take a closer look at
programmes across Oranga
residences in the next quarter.
Tamariki and seeking approval
for reprioritisation of capital
projects within the Associate
Under
DCEs Youth Justice and Care
Services areas to resource
transition out of Kaahui Whetuu
and Te Oranga.
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
1.8
Place the voices of
Progressed with some
• Clear articulation of 1.8
The Board is pleased that Oranga
Potential to align with
1.4
Korimako
tamariki and
challenges
programme will be developed,
Tamariki is focused on articulating
overarching recommendation 2
1.5
rangatahi at the
Timeframe to deliver: June 2023
focused on existing participation
how the intent of this action will be
with respect to ensuring that social
The Board is
centre of decision-
practice and processes, change
achieved. We see this work as
workers have the capability and
positive about the
making at all levels
Work is underway to re-organise
initiatives and future state
valuable for the organisation's
capacity to deliver effective
organisation
and support tamariki
the Action 1.8 work programme.
systematic approach to tamariki
continuous improvement.
support, as well as
replanning the
and whānau to
This is expected to include:
and whānau participation in
recommendation 5 re ensuring the
programme of
1982
participate in and be
• Strengthening existing
decision making. This will
We look forward to being advised
voice of tamariki and rangatahi are
work to deliver the
central to decision-
participation practice and
include the role of social
of the findings of Te Tohu o te Ora,
at the centre of all planning and
intent of this
making.
processes including participation
workers and caregivers in
Whānau Experience Survey and
delivery.
action. We would
in existing initiatives (see below)
supporting participation, priority
the activities attached to the Youth
like to
Act
• Ensuring tamariki and whānau
activities, timeline, milestones
Advisory Group. We are also
be engaged with
participation and influence in
and monitoring mechanisms
interested in the work on grievance
on the work
FDP change initiatives and
(e.g., dashboard to evidence
processes, and the desktop review
commenced so far,
connected to Action 1.5, and
decisions that reflect tamariki/
of insights from tamariki, whānau
in order to be
• describing key elements of a
whānau voice).
and community about participation.
able to provide
future system and operating
assurance that
model that supports tamariki
Planned work under existing
In order to provide assurance, the
tangible progress
and whānau participation and
initiatives includes:
Board requires information on what
is being achieved
influence in decision making.
Te Tohu o te Ora
and how the Oranga Tamariki
under this action.
• Deliver survey to tamariki in
Youth Advisory Group is enabled to
Work on existing initiatives
remaining 10 regions (June-July
hear and voice strategic concerns
Information
Te Tohu o te Ora
2022);
regarding Ministry policy,
• Survey piloted successfully in
• share results with tamariki in
procedures and actions.
Bay of Plenty and Upper South
pilot regions.
regions with results distributed
The Board is
to kaimahi in pilot regions.
Whānau Experience Survey
concerned that Oranga Tamariki
• Commence survey pilot in
is silent on avenues of direct or
Youth Advisory Group
Upper South (June 2022).
proactive engagement
Official
• Commitment from CE to
with tamariki and whānau.
establish FTE position for a care
Youth Advisory group
experienced advisor to support
• Meet with Te Riu to establish
We note that the work
FDP actions;
ways of working together to
programme plans include
• Provided feedback on
support system change;
caregivers, and we encourage
improvements to residential
• Meet with Policy to provide
that their voices are heard, listened
grievance processes.
advice on Residential Care and
to and respected.
Under
• Advocated to Transitions
Other Matters Bill;
Support Service GM for
• Progress development of
expansion to eligibility criteria.
enabling tamariki participation
resources for social workers.
Commenced desktop review of
• Complete desktop review on
current insights from engagement
tamariki and whānau views on
with tamariki, whānau and
participation (July 2022). This
community about participation, to
will inform priority areas for the
inform the wider 1.8 programme
Action 1.8 work programme
Released
and workstreams development.
Delays this quarter:
Due to COVID, delays to
• Te Tohu o Te Ora delivery in 10
regions; and
• Whānau Experience Survey
pilot survey.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Oranga Tamariki’s focus for the next 18 months
Board high-level assurance summary
Improving the organisation’s cultural capability, build the
The Board is concerned that there has been no progress towards the Kaimahi Ora Strategy since the last quarter. The work so far
Kamahi Ora Strategy, making available key supports for
does not recognise the breadth and varying nature of needs across all kaimahi. In addition, the dependency between kaimahi ora
frontline staff for their wellbeing, while also beginning to
and the capacity for supervision and reflection is not evident. This is a core programme of work under the Health, Safety and
develop the Workforce Strategy (both internal and wider
Wellbeing Strategy and it is contingent on funding approval. In parallel, the Workforce Strategy has commenced, and we look forward
sector) and embedding positive and safe workplace
to receiving regular updates for this work. We feel that work towards this action should not be silent on activity to address the needs
model standards and culture across the organisation.
of tamariki whaikaha or their whānau.
1982
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
Act
2.1
Develop a Kaimahi
Progressed as planned
Year 1 Focus
The Board is yet to receive a copy
Potentially aligns with intent of
Tieke
Ora strategy for all
Timeframe to deliver: June 2023
Initial focus (by June 2023):
of the finalised Kaimahi Ora
overarching recommendation
staff, supporting staff
Longer term work 2-4 years (2025).
• Implementation of psychological
Strategy and we are therefore
2, and specifically
The assurance
to have work life
first aiders – 48 kaimahi to
unable to provide assurance
with recommendations
summary column
balance and provide
Kaimahi Ora Strategy
receive training (4 per region).
against this action.
12 – Improve induction, training
outlines the
regular opportunity to
Finalised the Kaimahi Ora Strategy,
• Delivery of 2 x ‘Recognising and
and professional development;
rationale for this
debrief following
which consists of three core Pou:
Addressing Vicarious Trauma’
Oranga Tamariki's report suggests
13 - Ensure social workers have
feather.
traumatic events and
• Ārai tukino Prevent Harm.
training sessions in each region.
workshops were held with wider
the capacity and capability for both
manage the
• Whakatoko i te tōrunga Promote
• Development of a Critical
kaimahi groups to obtain feedback
case and reflective supervision;
cumulative impacts of
the Positive.
Incident Support policy with
on the strategy. A significant
and
their work.
• Whakahaere māuiui Manage
mandatory debriefing or other
number of staff have stated that
14 – Lift training in legislative
Information
Illness.
specialist intervention in place
they have not been consulted in the
parameters.
development of this work.
Consultation
• Planning with clarity on
Consultation with wider kaimahi
Programme Outputs, Outcomes
The underpinning principle of the
groups was completed which
and Benefits across each
Kaimahi Ora Strategy is work-life
enabled to design to begin.
Programme Year.
balance and wellbeing.
• A series of kaimahi consultation
• Understanding dependencies
Engagement with frontline staff has
workshops were conducted
with Positive and Safe
highlighted that some of the
Official
outlining the Kaimahi Ora
Workplaces and Workforce
activities they are being directed to
Strategy, obtaining direct
Strategy.
undertake are in conflict with these
feedback and supporting
• Evidence base for caseload
principles. This matter has been
refinements to approach.
measurement, working
raised with the Chief Social
• Consultation with Our Practice
alongside/supporting the
Worker and the DCE Quality
Shift is ongoing to ensure
Performance Management
Practice & Experience.
Under
ongoing alignment.
Framework.
We note that the implementation of
Programme Management
the Kaimahi Ora Strategy is
Development
contingent on funding approval.
• Onboarded specialist
programme delivery expertise
onto the programme. This will
enable a structured approach to
programme design and delivery
Released
through to 2025.
Engagement and Programme
Planning
• Developed stakeholder
engagement strategy and began
Programme Management Plan
development.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
2.2
Implement the public
Progress as planned
• Leading the Oranga Tamariki
The Board has received limited
Not directly associated with any
Phase 2
Korimako
services Positive and
Timeframe to deliver: June 2023.
Way (LOTW) programme re
information to show
specific Te Kahu Aroha
Safe Workplace
Longer term work through till the
commencing (May 2022).
progress against this action.
recommendation.
There is evidence
model.
end of 2025.
• Positive and safe workplace
of activity,
standards added to all staff
We understand that progress is
however, the
Positive and Safe Workplaces:
induction (June 2022)
contingent on funding approval and
Board has limited
1982
• Launched our Internal
recruitment.
information on the
Leadership Mentors hub on
Work over next 6 to 12 months:
progress of this
intranet and started promotions
• Expand leadership offerings
The Board suggests that
action. We feel
Act
via communications channels.
within Oranga Tamariki to
consideration is given to extending
that, overall, this
• Draft update of recruitment
include specific streams for
the Diversity and Inclusion
tohu is on track
policy addressing the role of
emerging leaders, Pacific, and
workplan and Unconscious Bias
and should not
unconscious bias has been
Māori kaimahi.
training to include understanding
detract from areas
circulated for feedback.
• Evaluate and update the
the needs of kaimahi whaikaha.
of higher priority in
• Range of Essential Leader
Leading the Oranga Tamariki
the Future
Conversation (ELCs) clinics
Way (LOTW)
Direction Plan.
launched focused on leading
• Introduce New People Leader
change, Kaimahi Ora, giving
and New Leader of Leaders
and receiving feedback,
Programmes from the
anatomy of trust: building
Leadership Development Centre
relationships and leadership
(LDC).
Information
resilience.
• Commence work to become a
• Work commencing with
Rainbow Tick Certified
internal communications team
Organisation.
to incorporate regular
• Establish employee led network
messaging via multiple
hub on Te Pae.
channels.
• Deliver Unconscious Bias
• Employee led networks have
training to all leaders and
Official
been identified and pages for a
kaimahi.
Te Pae hub developed.
• Update Diversity and Inclusion
• Diversitas agreed as future
Strategy (2022).
Unconscious Bias training
• Review and/or update
provider.
recruitment policy, including role
• Diversity and Inclusion
of unconscious bias, etc.
Under
Strategy update workplan
approved.
Challenge(s) to future delivery:
• Recruitment policy currently
• No funding allocated to this
being updated.
mahi. Activities are currently
progressed via existing
resourcing. Internal investment
and funding decisions are being
confirmed by 30 June.
• Kaimahi with expertise on
creating new induction content
Released in our Learning Management
System (LMS) not available and
position not backfilled.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
2.4
Develop for all staff,
Progress as planned
Te Hāpai Ō, the Māori Cultural
The Board is pleased with the
General alignment with overarching
Kiwi
in conjunction with
Timeframe to deliver: June 2023
Capability
progress achieved against this
recommendation 2 in its focus on
the three whare
action. Te Hāpai Ō is
ensuring a workforce fit for the
wānanga, a suite of
Te Hāpai Ō, the Māori Cultural
• Develop Te Reo Māori vision
comprehensive and, in addition to
needs of tamariki, rangatahi, and
appropriate cultural
Capability
(June 2022)
the three wānanga, this programme
their whānau.
competency
Tū Māia
• Develop Te Reo Māori strategy
of work has made resources
1982
programmes, to
• Confirmed 500 staff for first
(September 2022).
available to all staff. The learning
ensure staff can
intake to the Tū Māia training
• Develop Māori Language Plan
outcomes of Tū Māia are important
engage with whānau
programme.
(December 2022).
for the organisation's ability to
Act
and wider
• Training programme to be
• Deliver the second and third
address historical system
communities in
launched with an initial 500 staff
intakes for March and October
inadequacies and achieve the
culturally responsive
enrolled (May 2022).
2023, respectively.
intent and expectation of the
ways.
• Ongoing refinement and delivery
Oranga Tamariki Act.
Organisational development
of training and materials (June
• Launch Te Hāpai Ō resources
2023).
The Board would like to hear more
on MyLearn to support cultural
about how a permanent uplift in
capability (May 2022).
cultural capability will be achieved,
now and in the future. We look
Capability Survey
forward to providing further
• DCE approval of cultural
assurance in our next Te Kahu
capability baseline survey.
Ariki report.
Information
• Release cultural capability
baseline survey (May 2022).
• Monitoring evaluation and
learning approach agreed with
Evidence Centre.
• Partnered with and aligned
cultural capability messages
Official
with PPG and OD groups.
Minor delays this quarter to:
• Te Hāpai Ō resources launch
postponed due to delays with
internal business lines to quality
Under
assure and approve the
resources.
• Outcomes framework and
evaluation approach completion
was delayed. This was due to
capability and capacity issues
with internal partnering business
lines. This will now have
progressed by September 2022.
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.5
Develop a workforce
Progress as planned
Internal Workforce Strategy
The Board received a verbal
Potential to align with overarching
Korimako
strategy that will
Timeframe to deliver: June 2024
• Current state analysis, agree
update from Oranga Tamariki on
recommendation 2 with clarifying
support high-quality
components of strategy, and
the progress of the Workforce
the purpose of Oranga Tamariki,
The assurance
social work, which
Initial meeting with Shannon, on
clarify the role of the social
Strategy and are comfortable with
including who the organisation
summary outlines
will include (2.5a-d):
behalf of the Ministerial Advisory
worker supporting teams (June
the progress thus far.
exists to serve, strengthening
the rationale for
Board, was held to discuss
2022).
professionalism and voice for social
this feather.
approach, framework and
• Clear articulation of future state
The Workforce Strategy has a
work, lifting capacity and capability
1982
timeframe. There is a commitment
(October 2022)
number of streams
for supervision, induction, training,
to continue updates on a six-
• Consult and finalise strategy
including; recruitment, training
professional development and
weekly basis.
(March 2023).
options (e.g., apprentices, ‘earn
building a workforce fit for purpose
and learn’), and the wider social
for the needs of tamariki, rangatahi,
Act
Internal Workforce Strategy
Sector Workforce strategy
sector workforce.
whānau and the community.
• Internal working group
• Cross Sector Working Group
established
established (June 2022).
At this stage it seems focused on
• Two main focus areas agreed:
• Clear articulation of future state
the internal Workforce Strategy.
• The social worker and
(June 2023).
Work to delegate functions to
natural support system and
• Consult and finalise strategy
community will need further
team around this role.
(June 2024).
thought.
• Specialist/high and complex
needs within our Residence
• Integration of Service Delivery
Environment.
initiatives into the Te Oranga o
Te Whānau Portfolio to occur
Information
Sector Workforce Strategy
soon. Future work planned will
• Overview of scope,
progress delivery of this Action.
stakeholders, current and future
state completed.
Challenge(s) to future delivery:
• Residence staff capacity to
engage, can be a potential
future limitation to progressing
Official
as planned.
a)
Clarifying the role of
The Board received a briefing from
May align with overarching
Korimako
Oranga Tamariki
Oranga Tamariki that confirmed
recommendation 2 with respect to
social workers, and
that Oranga Tamariki social
clarifying the purpose of Oranga
The assurance
other professionals;
workers and other professionals
Tamariki, and overarching
summary outlines
Under
are the focus of the Workforce
recommendation 3 in relation to the
the rationale for
Strategy stream.
role of Oranga Tamariki within the
this feather.
broader government ecosystem.
Whilst the focus at this time is on
Oranga Tamariki social workforce,
the strategy must consider the
workforce required to ensure
devolution proceeds seamlessly.
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
b)
Working alongside
The Board is advised that the
Potentially aligns with overarching
Kiwi
the SWRB and
SWRB is engaged with this work
recommendation 2 with relation to
ANZASW to continue
and there is SWRB representation
clarifying the purpose of Oranga
The assurance
to build the social
on the Workforce Strategy Project
Tamariki, and recommendations 12
summary outlines
work workforce
Group.
and 13 with respect to improving
the rationale for
induction, training, personal
this feather.
development, and capability and
1982
capacity for supervision.
c)
Identifying the
The Board understands that there
Potential to align with
Korimako
workforce needs of
is good engagement from some
recommendation 7 re engagement
Act
the community,
key leads, region and site
for community planning as this
The assurance
regions and site
representatives and community
should include consideration of
summary outlines
partners.
workforce needs for the
the rationale for
community.
this feather.
We would like to see the cross-
sector workforce strategy
developed to support sustained and
enduring devolution of authority to
communities.
d)
Training, career
While the Board understands that
Potential to align with
2.1
Kākā
Information
progression
there is work in progress, there is a
recommendations:
pathways, leadership
level of frustration with the delay in
12 - improving induction, training
The assurance
and professional
delivering core training packages to
and personal development;
summary outlines
development and
frontline staff e.g., Induction, Social
13 - capability and capacity of
the rationale for
workforce planning.
Work and the Law, and Supervision
supervisors;
this feather.
training.
14 – ensure training for legislative
requirements and parameters.
Official Staff at site offices report that the e-
learning mechanism is not an
effective form of learning. They are
required to prioritise their
time, with critical and urgent
matters needing to take precedent
Under
over training.
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.6
Invest in the
Not yet progressed
To be actioned in Phase 2
There has been no progress
Potential to align with
1.1
There has been no
capability of leaders
Timeframe to deliver: June 2023
towards this action as it was on
recommendation 13 with respect to
1.3
progress towards
(especially frontline
The Leaders in Practice
hold for phase 2 of the
capacity, and time, space, and
1.5
this action within
leaders) to ensure
No work planned this quarter.
professional development
organisational reset. The Board is
priority for supervision.
1.6
the forecasted
shifts to practice and
Work will be progressed in Phase 2
programme will be developed and
therefore unable to provide
Also potentially recommendation
2.6
timeframes of the
culture take place
of the organisational reset
initially delivered to leaders holding
assurance at this time.
17, to reclaim the intent behind
4.3
Future Direction
that support a locally-
roles responsible and accountable
Family Group Conferences to
Plan.
1982
led, centrally-enabled
for frontline practice (i.e.,
empower whānau decision
Phase 2
way of working and
supervisors, practice leaders, team
making.
The Board does
that support tamariki
leaders) by June 2022.
not have enough
and whānau to
information to
Act
participate and be
To support action 2.6, the
provide assurance
central in decision
programme could be rolled out
on this action at
making.
further after organisational reset
this time.
Phase 2 to additional leaders vital
to the success of the new operating
model.
Refer to Action 1.3, 1.5 and 1.6 for
updates on the operating model,
and Action 4.3 for updates on the
Leaders in Practice programme
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.7
Establish trained
Not yet progressed
To be actioned in Phase 2
There has been no progress
May align, to some extent, with the
2.5
There has been no
specialist caregiving
Timeframe to deliver: June 2023
towards this action as it was on
intent of overarching
progress towards
roles for our high and
Note that a comment in the
hold for phase 2 of the
recommendation 1, and has
Phase 2
this action within
complex needs
No work planned this quarter.
previous report indicated workforce
organisational reset. To provide
potential to align with workforce
the forecasted
tamariki that
Work will be progressed in Phase 2
strategy components need to be
assurance, the Board would need
development.
timeframes of the
recognise the skills
of the organisational reset
completed first, however caregiving
evidence that planning reflects the
Future Direction
required to work with
is out of scope for workforce
full spectrum of need for tamariki
Plan.
1982
our most vulnerable
strategy, therefore is not a
and whānau.
tamariki and enable
precursor for this action.
The Board does
appropriate
The Board feels that work towards
not have enough
remuneration and
Integration of Service Delivery
this action should not be silent on
information to
Act
ongoing development
initiatives into the Te Oranga o Te
activity to address the needs of
provide assurance
and support to be
Whānau Portfolio to occur soon;
tamariki whaikaha or their whānau.
on this action at
provided.
future work planned will support
this time.
delivery of this Action.
We recognise that to reach the
aspiration of Te Kahu Aroha, there
must be:
• strengthening of the provisions
for specialist caregivers for
tamariki, including for tamariki
whaikaha;
• work to build the capability and
Information
capacity for whānau to care for
their tamariki at home or in the
community;
• building of community options,
particularly in remote
communities that are isolated
from services and supports.
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Oranga Tamariki’s focus for the next 18 months
Board high-level assurance summary
Ensure the foundations are laid for a community led, regionally supported and
The Board understands that a reset to the approach for the ‘Enabling Communities’ programme of
centrally enabled structure. We will also build on current locally led initiatives that
work is underway. We have seen evidence meanwhile that there are pockets of innovation that have
are already in place. There will be an initial focus on four communities who are
been led locally. This has occurred where there are strong relationships between Oranga Tamariki
already leading locally developed initiatives where Oranga Tamariki can further
and their communities. The Board are encouraged to hear that Te Kahu Aroha is at the heart of the
support the community, hapū, iwi and site as an enabler.
reset approach, and that key strategic documents have been cross-referenced to ensure the
programme of work achieves the intent of this theme. Frequent updates to the Board have been
committed to.
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
1982
0-6 month activities (September 2021 – March 2022)
3.1
Work with iwi and
Progress with some challenges
Oranga Tamariki are resetting the
The Board understands that the
This work has the
Kākā
community leaders
Timeframe to deliver: June 2023 with
approach to Enabling Communities
agency see the Regional Public
potential to align with
Act
and Regional Public
some long-term work concluding June
(actions 3.1 - 3.6).
Service Commissioners as key
the intention behind
Service
2026
enablers of cross agency prevention
overarching
Commissioners in
Challenge(s) to future delivery:
efforts and early support. The Board
recommendation 1, to
each region to
Enabling Communities:
Spaces and places
would value a conversation to
support communities
identify opportunities
• A review of this programme of work has
• Capacity constraints for partners
further understand how the Regional
to lead upstream
to co-design services
been undertaken. A new approach has
due to COVID response may result
Public Service Commissioners will
prevention, and
and co-locate with
been developed and is being tested
in delays.
be effective for embedding the work
recommendation 11
partners.
across business groups and with the
• Capacity constraints for internal
under the Enabling Communities
with respect to
Ministerial Advisory Board.
teams due to organisational change
strategy.
developing a social
(structural and budget constraints)
work sector workforce
Whānau Care:
may result in delays.
We welcome the addition of two
strategy that meets
Information
• Co-design continues with Ngāti
• Shortage of construction materials
more communities under the
the needs of the
Kahungunu Iwi Incorporated and Te
and labour can cause delays.
Enabling Communities work.
community also.
Whānau o Waipareira.
• Ngāti Kahungunu ki Tamaki Nui a Rua
The involvement of Regional Public
It was evident from the briefing to
achieved level one 396 accreditation.
Service Commissioners signals an
the Board received that Te Kahu
• Taumarunui Kokiri Trust completed
opportunity for other agencies to
Aroha has guided the direction of
requirements for level one 396
support Māori and communities to
progress.
Official
accreditation.
meet the needs of whānau early to
prevent their escalation into the state’s
Spaces and Places:
care and protection system.
• Ngāruawāhia
Additional investment approved to
Other agencies have an interest in
create a tamariki and whānau space,
better supporting whānau early through
Under
and to co locate Waikato Rural North
strategies and programmes using
kaimahi into a Mokopuna Ora led
mechanisms such as the Social Sector
space, with Mokopuna Ora leading
Commissioning approach, such as:
design and requirements.
• The OTAP;
• Pukekohe
• First 1000 Days; and
Hui held with Ngā hau e whā Marae
• Te Aorerekura.
committee (Marae Chair). High level
proposal (Heads of Terms) to be
drafted. Draft concepts discussed for
whānau space. Released
• Ōtara
Heads of Terms Agreement being
drafted with Ngati Tamaoho. Potential
for co tenancy.
• Pāpāmoa and Te Awamutu spaces
complete and ready to progress co
location opportunities with mana
whenua and community partners.

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
3.3
Fundamentally shift
Progress with some challenges
Oranga Tamariki are resetting the
The Board understands through
Has potential to align
3.2
The Board does
how we assess and
Timeframe to deliver: 2022 onwards
approach to Enabling Communities
frontline engagement that there is
with overarching
4.6
not have sufficient
respond to reports of
(actions 3.1 - 3.6).
some great work underway at a local
recommendation 1 in
information to
concern with our
No work planned this quarter, but scoping
level. However, these are locally-led
relation to supporting
Phase 2
provide assurance
partner agencies to
will begin in the next quarter based on our
initiatives rather than represent a
upstream prevention.
on this action.
ensure collaborative
experiences to date in sharing decisions
coordinated approach. There are
Otherwise, aligns to
decision-making and
with Māori communities at other sites.
some community groups who are
some extent with
1982
support at the earliest
Note this aligns with work that will be done
ready to progress to sharing more
recommendation 16
possible point.
under 4.6.
responsibility.
with respect to the
National Contact
Act
Te Kahu Aroha highlighted that the
Centre, noting Cabinet
National Contact Centre (NCC) was
endorsed this, as with
not fit-for-purpose for all sites and
all other
the Board would welcome a
recommendations of
conversation on this
Te Kahu Aroha.
recommendation.
However, there is no
corresponding action
on the NCC in the
Future Direction Plan.
3.4
Ensure the delivery
Progress with some challenges
Oranga Tamariki are resetting the
Based on progress against the
Linked to the
5.1
Korimako
Information
of Transition Support
Timeframe to deliver: 2022 onwards
approach to Enabling Communities
Future Direction Plan, the Board
Residence Report
Services to ensure
(actions 3.1 - 3.6).
feels that the uptake for Transition
(exiting YJ or Care
that rangatahi are
Transition Service Expansion:
Services are an important avenue of
residences to
successfully
• Development of new collateral for
change, and crucial for supporting
uncertain support)
supported to
frontline kaimahi supporting increased
successful transition to
transition to
understanding of transition obligations
independence. The Board would
independence and
and required processes, including the
welcome an opportunity to spotlight
Official
prevent future
Entitlement to Remain or Return to
the needs of rangatahi for the
generations from
living with a Caregiver (ETRR).
next quarterly report.
coming to notice.
• Investigate enabling factors for sites
with good preparation, planning and
referral rates.
• Synthesis of referral data, internal
Under
quality assurance data on transition
related care standards and youth
survey results to present to Services
for Children and Families and Youth
Justice leadership teams.
Delays this quarter:
• Start of training frontline kaimahi in use
of new collateral was delayed due to
teams dealing with COVID responses.
Released
• Work with Whiti team to get reliable
referral data into the database was
deferred due to prioritisation of other
data for Whiti roll out.

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
3.5
Prototype new
Progress with some challenges
Oranga Tamariki are resetting the
The Board is encouraged to hear
Could align with
3.1
Korimako
approaches to
Timeframe to deliver: Ongoing
approach to Enabling Communities
that the five core communities are
overarching
3.2
partnering to enable
(actions 3.1 - 3.6).
being invited to self-determine their
recommendation 1
3.6
decision-making and
Intensive Response:
priorities. Where these fall outside
with regard to
resourcing to be
• Communities of Practice continue with
the scope of Oranga Tamariki’s core
upstream prevention
Phase 2
made in closer
live locations, first “Reflections”
purpose, the Board would like to
focus, however, it
1982
proximity to whānau.
workshop held with Raukawa in
know how the Ministry could help
needs to be clearer as
Tokoroa and pending with Whakatu in
communities to navigate the system.
to what is being
Nelson.
prototyped. The listed
• Final synthesis report from the
activities are already
Act
Evidence Centre due for reporting to
underway, and its not
the Minister and release.
clear what is different
to current business-
as-usual activity.
3.6
Invite and resource
Progress with some challenges
Oranga Tamariki are resetting the
The Board does not have sufficient
Potential to align with
3.1
The Board does
communities to work
Timeframe to deliver: Ongoing
approach to Enabling Communities
information to provide assurance on
overarching
3.5
not have sufficient
together in the Care
(actions 3.1 - 3.6).
this action.
recommendation 1
3.6
information to
and Protection
No work planned this quarter, but scoping
with respect to
provide assurance
system (reclaim the
will begin in the next quarter based on our
We know of work that is underway
upstream prevention,
Phase 2
on this action.
intent of FGCs to
experiences to date in delegating this
or planned at local and national
as well as
Information
enable whānau-led
authority to Māori communities at other
levels, and hold some concerns that
recommendations
decision making).
sites
the ‘no work planned this quarter’
4 - Ring-fencing
does not accurately reflect the level
resourcing
of resourcing and investment in this
17 – Reclaiming
area.
intention of Family
Group Conferences,
and
Official
19 – Adequate and
equitable investment.
This may align, once
more detail has
developed, with
recommendations 2
Under
and 3 with respect to
supporting community
planning and
identifying existing
regional governance
arrangements.
Released

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Board high-level assurance summary
Oranga Tamariki’s focus for the next 18 months
The Practice Shift is the primary focus under this theme. We understand the Practice Shift is one mechanism for
To continue to fundamentally shift our approach to practice with relationships
change and appears to be embedding positively. However, it cannot be seen as the only response to these
with tamariki, whānau, communities and partners at the heart. Our practice wil
actions. The Board feels that induction, training and supervision should also be key priorities. Feedback from the
draw from a te ao Māori knowledge base, methods and principles which are
frontline outlines that there has been minimal change in these areas since the release of Te Kahu Aroha. Social
relational, restorative and inclusive. The Practice Shift will benefit tamariki and
workers at all levels report that induction, training and supervision are ad-hoc. Significant numbers of staff
whānau Māori and meet the needs of all children and families we work with.
recognise capability and capacity are issues for the organisation. We look forward to tangible change in the next
quarter.
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1982
4.1
Build a framework
Progress with some challenges
Residence hui for Auckland will be
Building a framework that is
This could potentially
Kākā
that incorporates the
Timeframe to deliver: June 2022
held in June 2022.
underpinned by the SWRB
align with overarching
current practice
Pending extension to June 2023.
Initiate trial of applied practice models
competency standards assists to
recommendation 2 with
The Board
Act
standards and the
and tools in two to three sites. For
ensure quality and competent social
respect to clarifying the
recognises the
SWRB competency
Our Practice Shift:
trials, this includes:
work practice. The Ministry, as the
purpose of Oranga
progress of the
standards into one
Sites continued to complete a 12-week
May 2022
biggest employer of social workers, is
Tamariki and meeting
Practice Shift,
place.
learning cycle aimed at laying the
• Complete:
accountable to support social workers
core social work
however, this is not
foundations for understanding the
• Oranga framing cue cards;
in their mahi. To date, there has been
functions. Specifically,
fully aligned to this
practice shift and introducing the
• Āta facilitation guide; and
no direct conversation with SWRB on
potential to align with
action. Evidence of
practice framework.
• Finalise evaluation approach.
this specific action.
recommendations
work to incorporate
June 2022
10 - Restoring the
the SWRB
Development of the practice models
• Engage trial sites begins
SWRB looks forward to progressing
influence of the Chief
competency
and tools to support application of the
July 2022
this work.
Social Worker
standards is
Practice Framework continued.
• Develop learning resources for
13 – Ensure supervisors
needed to provide
Information
• Completed development of the
trials and begin trials.
have the capability and
assurance on this
Mirimiri ā kōrero tool and guidance
September 2022
capacity to provide both
action.
for trials.
• Develop and test Te Toka
case and reflective
• Approach planned for trials to test
Tūmoana and Bi cultural
supervision.
and evaluate the framework and
Supervision models to trial and
tools in practice within a small
begin evaluation approach.
number of sites.
Continue to January 2023
Official
• Completed a set of cue cards for
• Continue trial of Mirimiri ā kōrero,
Va’aifetu Practice Model
Te Toka Tūmoana and
Supervision.
In progress
• Oranga framing described for
Further development and planning
practical application
(work pending extension)
Under
• Āta facilitation guide
February 2023
• Finalise evaluation approach
• Finalise Va’aifetu model
• Provide recommendations for
Delays this quarter:
national implementation of the
• COVID 19 outbreaks delayed
tools, models and supervision
engagement with sites and regions
approach
for preparation of Mirimiri ā kōrero
March 2023
trials from May to July.
• Begin development of a third
practice model, informed by Signs
of Safety
Released •Finalise an Oranga framed
assessment tool
June 2023
• Evaluation approach for non
supervision complete
September 2023
• Supervision ongoing evaluation
approach completed

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.2
Set a clear direction
Progress as planned
Case file analysis for all pēpi under
The Board acknowledges that there
Not associated with any
Korimako
to only use S78
Timeframe to deliver: Ongoing
30 days old placed in Oranga
has been an observable drop in the
specific Te Kahu Aroha
Without Notice
Tamariki custody under a section
number of uplifts pursuant to S78
recommendation directly.
Orders for tamariki
• Completed a second review of
78 order is an ongoing monthly
Without Notice, and we were pleased
However, may have some
when there is clear
S78 practice covering January
process.
to receive the organisation's second
relationship to
evidence of solid
2021 to August 2021, and
report on S78 practice. We
recommendation 14 to ensure
engagement or
provided a report to the :
• We will undertake case file
understand from this report that the
appropriate training for social
1982
attempts at
• Minister;
analysis of pēpi who did not
decline in the number of uplifts
work, including as to legal
engagement with
• Ministerial Advisory Board;
come into care but were
pursuant to S78 with pēpi may be
parameters.
whānau, which leads
• Ombudsman’s Office;
otherwise supported to
attributable to social workers working
Act
to no workable safety
• Children’s Commissioner; and
understand more deeply how our
in a more planned way with whānau.
plan being put in
• The Independent Children’s
practice has shifted.
place.
Monitor.
• Quarterly updates on progress
The dramatic change in practice
will be provided to the Minister
causes the Board concern that there
• Over the period reviewed, there
for Children, The first update is
may be tamariki being left in unsafe
continues to be a decrease in S78
scheduled for July 2022.
situations due to S78 Without Notice
orders (21 pēpi compared to 53
• The Ombudsman’s Office has
orders being considered unpalatable.
the previous period and down
agreed that public reporting will
The organisation needs to have a
from 141 for the same period in
move to annually. The next
mechanism in place to self-monitor
2017). While Māori pēpi continue
report will cover the 12-month
this risk. To mitigate this, we
to be disproportionately
period from September 2021 to
understand that planning is
Information
represented, the gap is
August 2022. This will be
underway. It is encouraging to hear
decreasing (down from 70% of
published in early in 2023.
that Oranga Tamariki is extending
orders made to 48% in 2021).
the monthly case file analysis to
review uplifts pursuant to S78 for all
• Practice guidance has been
tamariki and rangatahi. We welcome
strengthened in core areas
more information to understand how
relating to our practice with pēpi.
findings of the case file analysis are
contributing to continuous
Official improvement. We would value
knowing more about how well
guidance is implemented and applied
on the frontline.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.3
Working with the
Progress with some challenges
• Continue to iteratively embed
The Board would like further
Potential to align with aspects of
Kiwi
SWRB introduce
Timeframe to deliver: December
Practice framework into
information regarding work that has
recommendation 13, which focuses
micro-credentialing
2022
existing learning content.
progressed with Oranga Tamariki
on supervisors having the capacity
for supervision and
• Engage with SWRB on
developing an internal micro-
and capability to provide both case
other specialist
Leaders in Practice and Pūawai
opportunities to work
credentialing framework for
and reflective supervision. Also,
areas, which
Induction Programmes:
collaboratively.
accreditation. We understand that
potential alignment with
recognises the skills
• End to end workplan was
• Pūawai and Leaders in
this framework will look and behave
recommendation 11 re ensuring
1982
and knowledge that
developed and presented to the
Practice Programmes
like the NZQA framework, and
workforce development so that all
are required by
new DCE.
completed, internal micro
support Oranga Tamariki's shift to
roles have appropriate pathways
supervisors and other
• Development of the Leaders in
credentialling for supervision
using unit standards associated
for training and skills.
Act
specialist roles.
Practice Programme and
and other specialist areas
and monitored by the NZQA.
Pūawai Induction Programme
implemented (December
continues, including ongoing
2022).
Conversations with the SWRB
work to align with the Oranga
have started, and credentialing for
Tamariki Practice Shift.
Challenge(s) to future delivery:
supervision is the first practice
• Drafts completed and presented
• Team lacked a Learning
scope. The Ministry and SWRB will
for the (proposed) Capability
Management System
develop a workplan to progress this
Framework and Recognition
resource, impacting timely
work, and the Board is pleased to
Framework.
delivery of online learning
hear that the budget bid to advance
• Discussions are underway with
components. Recruiting for this
this work has been successful.
NZQA to establish relationships
resource has been approved to
and re establish Oranga
address gaps.
The Board looks forward to an
Information
Tamariki’s Government Training
• Fiscal challenges required PD
update in the next quarter.
Establishment status, so we can
to shift people across the
micro credential with NZQA.
programme to deliver on FDP
• Established working relationship
intent. This required people to
with SWRB to align learning
be upskilled, impacting
outcomes with annual practice
timeframes.
certificate competencies for
• Clarification of workstreams
Official
social workers.
has confirmed that accredited
• Continuous improvements of
transformational learning
existing core learning content to
programmes, underpinned by
align with new Practice
the Practice Framework, will
Framework.
need to be delivered to achieve
intent. This clarification has
Under
made it clear that completion
needs to be shifted from June
to December 2022.
• Working with CPMO to
manage the competing
priorities that will impact the
service delivery groups.
Released

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.4
Ensure the
Progress with some challenges
STAR Training 2.0:
The Board notes that
Residence Report
Korimako
appropriate
Timeframe to deliver: December 2022
• Reviewed by internal quality
implementing STAR 2.0
application of MAPA
assurance (Training and Development
training in residences was
and STAR by
STAR Training 2.0:
Quality Assurance Panel) (May 2022).
scheduled for April 2022 but
instituting a revised
• Implementing STAR 2.0 training in
• Training implementation in
has been delayed to June
restraint practice,
residences was scheduled for April but
Residences (June 2022).
2022. The Board
1982
including more
has been delayed to June.
• Work to micro credentialise STAR and
acknowledges the progress so
frequent training and
related trainings continues (ongoing).
far and the further activity
recertification.
Safety Interventions Foundation Level
• Safety Interventions Foundation Level
planned over the next 3-6
Previously MAPA:
• Progressing instructors towards the
months.
Act
• Working to increase the numbers of
Safety Interventions Advanced and
instructors in
Emergency level.
• Residences instructors will be enrolled
Delays this quarter:
on next available training (August
• STAR Training 2.0 Implementation of
2022).
STAR 2.0 training in residences was
• Will then commence full rollout of
delayed from April to June.
Safety Interventions Advanced and
• The training must be reviewed by
Emergency Level across residence
qualified experts prior to delivery, and
and community homes (June 2023).
experts previously scheduled were
reprioritised to work on COVID 19
Challenge(s) to future delivery: Information
response activities. Other qualified
• Safety Interventions Foundation Level
reviewers are currently being identified.
numbers of Instructors trained has
Care and Protection residences trained
decreased due to attrition. Increased
at the current foundation level.
training required to address this.
4.5
Develop standard
Progress as planned
• Ensure all practice policy and
The Board understood that
Residence Report
Phase 2
Korimako
Official
operating procedures
Timeframe to deliver: June 2022
guidance aligns with the Practice
further work on this action
for national
(onwards)
Framework (ongoing under 4.1
would be progressed once Te
consistency.
activity).
Riu was in place.
• Work continues to review and improve
all practice policy and guidance to
Ongoing
We have been advised that the
ensure that it aligns with the Practice
• Update Youth Justice environment
Youth Justice team are
Framework. This has included adding
SOPs
continuing with the
Under
prompts and questions to all pieces of
• Resource and update Care and
development of residential
operational policy to guide application of
Protection environment SOPs.
Standard Operating
the policy.
Procedures (SOPs). We
• Work is underway to update Youth
understand that this work has
Justice environment Standard
not progressed to roll-out.
Operating Procedures (SOPs)
• Care and Protection are in the process
The Board is aware that there
of allocating resource to advance SOP
is work underway to progress
development for Care and Protection
the development of SOPs for
Released
with the SOP development team.
Care and Protection
environments over the next 12
months.

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.6
Fundamentally shift
Not yet progressed
Scoping work with Te Riu to occur
This action was due to commence
Residence Report
3.3
The Board does
how staff assess and
Timeframe to deliver: July 2022
July 2022.
when Te Riu was appointed,
4.1
not have enough
action reports of
onwards
however this has subsequently
This may align with
4.5
information to
concern to ensure
been scheduled to now commence
Recommendation 16 of Te Kahu
provide assurance
safety and security of
This work is yet to commence as
in July 2022.
Aroha with respect to the NCC and
Phase 2
on this action at
tamariki and whānau
scoping discussions are yet to
potential to refer more to non-
this time.
based on best
occur in Te Riu .
Te Kahu Aroha highlighted that the
statutory services.
1982
practice.
National Contact Centre (NCC)
Parallel to this mahi, a new
was not fit-for-purpose for all sites
Practice Framework has been
and the Board continues to seek
Act
introduced to enable a shift of our
clarity on a review of the NCC.
approach to practice to understand
oranga and respond to the safety
The New Practice Framework is
and wellbeing of tamariki in
seeking to be more responsive to,
restorative and relational ways
and to support, tamariki within the
within the context of their
context of their whānau. Frontline
whakapapa, whānau , hapū and
have received the initial training
iwi, while working collaboratively
positively.
with our iwi and Māori partners. As
this framework is embedded the
Progress towards this action will be
shift in practice will include how
considered alongside action 3.3 for
Reports of Concern are assessed
the next Te Kahu Ariki report.
Information
and actioned in the future. Aligns
with and supports future work that
will be done under Action 3.3.
4.7
Through a fit-for-
Reference Action 1.7
Reference Action 1.7
Reference Action 1.7
Residence Report
1.7
Korimako
purpose transition
plan, close our
As per the
Official
current residential
assurance
and protection homes
summary against
and replace them
Action 1.7
with smaller purpose-
built homes to enable
tailored care for the
Under
high complex needs
tamariki in care.
Released

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
4.8
Develop a three-
Not yet progressed
To be actioned in Phase 2.
The Board does not have
Potential to link to aspects of
2.5
The Board does
month post-degree
Timeframe to deliver: December
enough information to provide
recommendations 11, 12, 13 and
2.6
not have enough
professional practice
2022
Work by professional
assurance on this action at this
14 of Te Kahu Aroha in relation to
information to
course, partnering
development to establish micro
time.
developing a social sector
Phase 2
provide assurance
with tertiary
No work planned this quarter; work
credentialling via the Puāwai and
workforce, improving induction,
on this action at
providers, to develop
will be progressed in Phase 2 of
Leaders in Practice Programmes,
The Board questions whether the
training and personal development,
this time.
a statutory child
the organisational reset.
will enable this to be delivered in
December timeframe is realistic.
ensuring supervisors have the
1982
protection component
the future.
We feel this work is a priority,
capacity and capability for
that would involve a
however, for this to be successful
dedicated supervision and
paper and placement
there should be consideration given
improvements in training for
Act
within Oranga
to reforecasting the timeframe.
legislative requirements.
Tamariki.
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Oranga Tamariki’s Focus for the next 18 months
Board high-level assurance summary
Developing the tools and infrastructure to support data and
There has been progress towards most actions under this theme and there appears to be some clear
evidence-based decision making and support improved
prioritisation for the organisation within the theme. This is specifically in the ongoing rolling out of the
performance and outcomes for tamariki and whānau. This
performance reporting tools to the frontline, and in efforts to replace the Oranga Tamariki data warehouse.
includes ensuring communities have the data and tools
Despite this progress, the inability to progress work to improve the case management system may hamper
needed to achieve their aspirations and drive evidence-
tangible lifts in data quality for the organisation. The Board feels the ‘Enabling Communities’ work is one
based change within their communities/regions.
mechanism to surface the information needs of whānau and care partners to inform the scope of work and
more comprehensively deliver towards the intent of Actions 5.3 and 5.7.
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
1982
0-6 month activities (September 2021 – March 2022)
5.1
Continue to roll out
Progress with some challenges
May 2022
The Board understands that the
Potential to align with Te Kahu
5.4
Kiwi
new performance
Timeframe to deliver: June 2023
• Complete the Whiti Backend
Whiti dashboard is being rolled out
Aroha Part 4 :
5.5
Act
reporting tools which
National rollout begins in April
and Front End for Interventions,
on a region-by-region basis to
22 - Performance Report
make data and
Full Assessments and My Mahi
kaimahi at all Service Delivery
Framework should align with well-
information available
Whiti:
Complete National rollout
sites, and site and regional
defined strategy, purpose and
to operational staff
• Completed the first draft of the
training material.
leadership teams.
visions
from social workers
national rollout plan.
• Start the national rollout training
23 – Improving the availability and
and site managers all
• Started national rollout
for early release regions.
We note that training and coaching
range of data for decision-making
the way to the
engagement with early release
May/June 2022
sessions will be offered to help staff
24 – Prioritising ongoing
leadership team to
region leaders and started
• Undertake national rollout
learn the basics and support the
development of the information
inform their decision-
kaimahi walkthroughs on new
engagement and commence
adoption of Whiti into their
infrastructure
making.
content.
nationwide training and
everyday mahi. We remain unsure
25 – Improving information sharing,
• Ongoing work with early release
coaching once the Whiti
of how engagement with Whiti will
taking into account the purpose and
regions (Taranaki Manawatu &
application has been release.
be monitored, and we would
enabling features of the Privacy
Information
South Auckland) for the
June 2022
value more information to
Act.
development and testing of new
• Complete rollout of Whiti
understand what mechanisms are
Whiti products continued for
nationwide (i.e., release Whiti
in place to measure how Whiti
This may also align with
Intakes, Assessment and
application to kaimahi at all
improves the frontline work.
Recommendation 15 with respect
Interventions teams.
Services for Children and
to improving the sophistication of
• Continued to rebuild Whiti’s core
Families sites, and site and
The Board welcomes a
workload management
data model. This is a critical
regional leadership teams).
demonstration of Whiti and
Official
dependency for the Enterprise
Ongoing
a conversation to understand the
Data & Analytics Platform
• Continue to revise and refine
improvements this will deliver for
(EDAP).
operational performance
the frontline.
reporting supported by Whiti to
Programme Management
align with emerging
Planned activity suggests that work
Development
organisational direction and
to migrate Whiti onto the Enterprise
Under
• Onboarded specialist
priorities.
Data & Analytics Platform (EDAP)
programme delivery expertise
is imminent. We are interested to
onto the programme. This will
Challenge(s) to future delivery:
know how this might impact the
enabling a structured approach
• Staff turnover has resulted in
development and roll out of future
to programme design and
loss of IP and created risks to
reports to the frontline and
delivery through to 2025.
delivering as scheduled in the
operational staff.
future.
Delays this quarter:
• National rollout, completion of
the data modelling and front-end
Released
reports, and national rollout
training material were all
delayed one month due to
COVID related absences and
staff turnover.

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
5.2
Develop options for
Progress with some challenges
• Work underway to look at
The Board understands that
Potential to align with
Tieke
replacing the Oranga
Timeframe to deliver: To be
baseline funding opportunities to
funding has not been secured to
recommendation 15 with respect to
Tamariki case
determined. Timeframes are
enable work to start work now,
progress the replacement of the
caseload management and
management system
dependent on the business case
prior to Treasury approval of
case management system. We
recommendation 24 in relation to
in a cost conscious
option being agreed.
additional funding (Ongoing).
are unable to provide assurance
the ongoing development of
and timely way. The
at this time as funding decisions
information infrastructure
replacement will
CYRAS Replacement
Challenge(s) to future delivery:
are still to be confirmed. We hold
1982
capture more
• Initial work done to estimate out-
• Funding has not been secured
some concerns that there is no
detailed information
year costs for a CYRAS
to fully plan or deliver on this
contingency plan in place.
on, for example, the
replacement for Treasury
action. Internal investment and
needs of tamariki and
forecasting purposes.
funding decisions are being
The replacement of this system is Act
whānau, progress in
• CYRAS replacement has been
confirmed by 30 June
key, as it impacts directly on the
meeting those needs,
included as a proposed initiative
frontline work and the quality of
and the experiences
in the business planning
information and data available to
of tamariki and
process for FY22/23
inform decisions.
whānau who interact
with us.
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
5.4
Review performance
Progress with some challenges
• Review of the framework will
The Board notes that work to
Potential to align with
5.1
The Board does
management
Timeframe to deliver: To be
begin once the organisational
review the Performance
recommendation 22 with respect to
Phase 2
not have enough
framework to align
determined. Timeframes are
strategy is in place.
Management Framework has not
Performance Reporting
information to
with revised
dependents on organisational
progressed over the past quarter.
Framework, and should align with
provide assurance
organisational
strategy development.
Challenge(s) to future delivery:
We note that this work is
overarching recommendation 2 to
on this action at
strategy and vision.
• Dependent on the organisational
dependent on work to refine the
have a well-defined strategy,
this time.
No work planned for this quarter on
strategy first being in place.
organisation’s strategy.
purpose and vision.
1982
the performance management
framework.
The Board has had initial
engagement with Oranga Tamariki
In parallel to this mahi, work has
for feedback on a proposed
Act
commenced to refine the Ministry’s
purpose statement. We feel that
organisational purpose and
achieving clarity of the vision,
strategy. This includes reviewing
mission and core purpose is key to
the language used to ensure this is
successfully achieving the Future
empowering rather than deficit-
Direction Plan and the intent of Te
based.
Kahu Aroha. The Board would
welcome further engagement to
Note that work previously reported
support the agency’s work to
on Whiti will enable future
crystalise the vision, mission and
adjustments to the framework to be
purpose.
reflected in operational
Information
performance reporting.
We look forward to providing
assurance on this action in our
next Te Kahu Ariki report.
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
5.5
Replace the Oranga
Progress as planned
July 2022
The Board notes that work to
May align with recommendation 23
5.1
Korimako
Tamariki data
Timeframe to deliver: June 2023
• Completion of build,
replace the Oranga Tamariki data
in its focus to improve the
5.2
warehouse to enable
configuration, test and C&A
warehouse (EDAP) has progressed
availability, relevance and range of
data collected to be
Enterprise Data and Analytics
activities to support the
well in the last quarter. We would
data for decision-making, and with
centralised and
Platform (EDAP):
implementation of Releases 1 to
value a briefing to provide a more
recommendation 24 to prioritise the
analysed to inform
• 1st , 2nd, 3rd and 4th release of
4 of the EDAP platform.
fulsome assurance summary in our
ongoing development of the
monitoring and
EDAP’s high level designs
• Base EDAP platform delivered
next Te Kahu Ariki report.
information infrastructure.
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decision-making.
approved.
(Releases 1 to 4) - Build, Quality
• Programme test plan completed
Assurance & Production
It is unclear whether the intent of
and published.
environments deployed ready
this action can be achieved if a
• Data modelling tool
for use by data engineers.
long-term replacement to the
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implemented.
• RFQs for Data Catalogue and
current case management system
• Discovery build of EDAP
Analyst Toolkit issued and
is not progressed. While EDAP will
completed.
evaluation process progressed.
centralise the information available,
fundamental improvements to data
July ongoing
quality, and the ability to evidence
• Joint team will commence the
practice and support decision-
build out of the EDAP Curated
making is contingent on information
Integrated Zone.
collection systems.
5.6
Embed evidence-
Progress with some challenges
Ongoing
The Board acknowledges the
Potential to align with
1.8
Kākā
Information
based decision
Timeframe to deliver: Ongoing
• Monthly organisational
progress of action 5.1 and
recommendation 15 with respect to
5.1
making from sites to
performance reporting
recognises its contribution to the
workload management, and
5.2
national office, that
Whiti
continues.
success of this action. However,
recommendation 23 in relation to
5.4
encompass several
• As per 5.1 application of the
• Continuous improvement of
we understand this action as being
improving availability, relevance
5.5
actions including
Child Wellbeing Model and
Whiti performance reporting.
more comprehensive and relating
and range of data for decision-
implementing new
building evaluation and
to systems and processes being
making.
performance
evidence and improved
Challenge(s) to future delivery:
put in place to embed evidence-
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reporting tools to
performance reporting and
• Monthly organisational
based decision making across all
make data and
culture into the continuous
performance reporting in a
parts of the organisation.
information available
learning cycle (ongoing).
transition period in April and
to all staff to inform
May due to staff turnover.
The Board has not received
decision-making.
Organisational Performance
• Postponement of monthly
information to indicate that
Reporting
reporting in the leadership
processes or systems are being
• First monthly organisational
agenda for April.
considered to achieve this action.
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performance report to senior
• Reporting content is lighter
We are therefore unable to
leadership February 2022.
touch than normal.
provide assurance at this time.
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TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
5.7
Deploy the Social
Progress as planned
• Currently the team are working,
The Board is pleased to see
Potential to align with
5.1
Korimako
Wel being Agency’s
Timeframe to deliver:
or are in contact, with 40 care
continued progress with increasing
recommendation 6 to build Oranga
5.3
Data Exchange to
Phase 1 & 2 - June 2023
partners. This is an increase of
data sharing with care partners. We
Tamariki’s responsiveness to
5.5
make sure we can
Phase 3 & 4 - December 2023
14 partners since last reported.
are interested to know whether the
partners, and to community
seamlessly share
‘Enabling Communities’ work could
requests for the information needed
data between
Data Sharing with Care Partners
June 2023 (forecasted completion)
help surface the information
to know what support whānau
ourselves and
(Data Exchange):
• Progressive rollout of Data
requirements of care partners
require, and what resourcing
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partners in a safe
• Rollout of phase 2 is ongoing.
Exchange to all care partners
and support care partner readiness
should be provided, to match these
and secure way.
• Five care partners have been
will continue through the next
to advance the roll out of data
needs. Additionally, potential to
successfully migrated onto the
quarter.
exchange.
align with recommendation 25 to
Data Exchange, with a further
• Work will continue on the
improve information sharing, taking
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seven in testing. There are
creation of a dashboard for Data
The Board is curious as to whether
into account the purpose and
currently 25 Care partners in
Exchange.
the information of care partners will
enabling features of the Privacy
progress.
December 2023 (forecasted
be involved in the work to
Act.
• Work has commenced with the
completion)
centralise information sources
Whiti team on creating a
• Plan to commence Phases 3 &
under action 5.5, and whether this
dashboards to be built into the
4 in Q1 or Q2 of the FY2022/23.
would help embed the information
software.
of care partners into organisational
• Planning and scoping has
Challenge(s) to future delivery:
planning and decision-making as
commenced for phases 3 & 4 of
• We are dependent on care
part of action 5.6.
the project. This is for Oranga
partners timeframes and their
Tamariki to be able to send
system readiness for Data
Information
referral data via the Data
Exchange.
Exchange.
• Planning work will continue for
Delays this quarter:
phases 3 & 4, this work is
• Progress slowed due to delays
dependent on funding approval.
with the ongoing Covid
pandemic.
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TE KAHU ARIKI
SUPPORTING ACTIVITIES
Supporting Work
Description
Activity Completed
Activity Planned
Te Kahu Aroha
Oranga Tamariki Action
OTAP is a key mechanism to support the changes we
Oranga Tamariki Action Plan was endorsed by
Children’s agencies to publish Oranga Tamariki
Potential to align
Plan (OTAP)
are trying to achieve through the Future
Cabinet on 4 April 2022.
Action Plan in early 2022.
with O.A.R 2 and
Direction Plan. Chief Executives of children’s
The publication of the plan is subject to development
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agencies are required to set out how they will work
of an implementation plan. The implementation sets
together to improve the wellbeing of the core
out collective commitment to achieve significant
population of interest to Oranga Tamariki. OTAP is a
results for children and young people in the priority
key opportunity to advance shared accountability,
populations. The practical actions that agencies will
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communication and collaboration to action the intent
implement by the end of 2022, and key governance
of Te Kahu Aroha and the Future Direction Plan.
and accountability arrangements. Work started on the
in-depth assessments of housing, health, and
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education needs for the priority populations.
National Governance
The Ministerial Advisory Board recommended that a
On hold
On hold
Aligns with O.A.R
Board
permanent and National Governance Board for
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Oranga Tamariki be established to have reach into
and across other agencies’ and support the sustained
change the Ministry is undertaking.
Information
Official
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3. Ministerial Advisory Board Third Quarterly Report
HIPOKINGIA KI TE KAHU ĀROHA A TE WHĀNAU
‘He taniwha kei te haere mai -  he taniwha tae kuhu, tae huna e kore rawa
koutou e kitea, e kore koutou e mohio kua tae mai, kia kitea rano i ngā kanohi
a o mokopuna. Ina tae ki tēnā, kaua e patua i o mokopuna - engari hipokingia
o koutou mokopuna ki te kahu āroha a te whānau.’
These are the words of Aperahama Taonui. They are the foundation of all the
Board’s work.
TE KAHU ARIKI: MINISTERIAL ADVISORY BOARD’S THIRD QUARTERLY
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ASSURANCE REPORT
1) This report provides a summary of the Ministerial Advisory Board’s (the Board’s)
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assessment of Oranga Tamariki’s progress towards change for the past quarter, June to
August 2022. Within our summaries of progress, we note feedback and examples of what
we have heard through engagement over the last quarter, particularly from Oranga
Tamariki’s frontline kaimahi.
2) This is the first time we have been able to weave feedback from the frontline into the
summary of our assessments against Future Direction Plan (FDP) themes. This is as in
the previous two quarters, the topics of feedback reflected top of mind matters for frontline
kaimahi, and these did not align with the FDP. Over the last quarter we have seen the start
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of a shift towards a more aligned approach. While we are not able to align comments with
all themes or many of the specific actions within each theme yet,  we see this as a
promising sign of evolution. We also take confidence from the commitment by Oranga
Tamariki to position the progress of the FDP to more of an outcomes lens, and look forward
to seeing this purposeful y develop over the coming quarter.
3) In the last section of this report, we provide our views on progress with the implementation
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of recommendations from the Residence Report we provided you in October 2021. As we
approach one year on from delivering this report, we believe that it is timely to assess
progress.  We note that the challenging issue of placements and ensuring appropriate
specialised care matched to the needs of tamariki and rangatahi reinforces that this review
is timely. We also see potential to align further action to address these challenges with the
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recommendations of our recent report, particularly for tamariki and rangatahi whaikaha.
TE KAHU ARIKI FRAMEWORK
4) Before summarising our views for this quarter, we briefly set out our framework for our
assurance work, Te Kahu Ariki.
5) It is the view of this Board that each child is an Ariki in their own right. It is this reflection
through whakapapa that underpins the Board’s work in Te Kahu Aroha, and through Te
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Kahu Ariki, the aspiration for Oranga Tamariki as it moves forward into the future.
6) Te Kahu Ariki is born out of the whakaaro that underpins Te Kahu Aroha. It is the intention
of this Board to ensure that our work is seen through the lens of Te Au o te kanohi Māori,
and to reinforce the aspiration embodied in the very name Oranga Tamariki.
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7)  This whakaaro draws inspiration from the feathers that make up Te Kahu Ariki and
acknowledges the different manu and their feathers that adorn this cloak. It is this kahukura
that the Board utilises to indicate our levels of assurance on the actions and activities by
Oranga Tamariki as they progress their journey of change.
8)  Throughout this report you wil  see each action identified with one of the colours of Te
Kahu Ariki. Raranga huruhuru manu:
•  Kākāriki – Kiwi
•  Kōwhai – Korimako
•  Karaka – Kākā
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•  Whero – Tieke
•  We also assign grey to actions that are either not live or are being reworked to
better align with an outcomes approach.
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9)  The point of distinguishing between the colours of the feathers of the manu is to draw your
attention to where it is needed most, as indicated by tieke or kākā. At a high level, we use
the symbolism of our manu taonga, with kiwi as the pinnacle – if aspirational – reflection
of a thriving Aotearoa. We believe this symbolism is readily understood by New Zealanders
and helps deepen collective understanding of the needs and opportunities for improving
wellbeing for tamariki and mokopuna in Aotearoa today.
10) We have ascribed a colour to each feather and bird, reflective of their nature and mana,
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and true to the aspiration of ‘hipokingia ki te kahu aroha a te whānau’. It is the ultimate
aspiration of this Board to be able to provide to the Minister a kahukura adorned only by
the feathers of the kiwi.  This wil  be the confirmation that the Board’s role to provide
assurance has supported Oranga Tamariki to achieve the aspiration embedded in its
name.
11) Te Kahu Ariki is both a literal and metaphorical cloak of assurance. The Board provides
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this update on how the cloak is taking shape after one year of implementation of the FDP,
and  nine months of assurance that implementation is gathering momentum in the
necessary direction. The overall view can be seen on the ‘one-page visualisation’ of the
cloak, showing work is continuing to advance,  and highlighting where  attention is still
needed.
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IMPLEMENTATION OF THE FUTURE DIRECTION PLAN CONTINUES TO PROGRESS
12) This section sets out the Board’s high-level view of progress towards implementing the
FDP. As a summary statement, it is our view that implementation of the FDP continues to
progress as a whole.
13) A high-level view of Te Kahu Ariki shows that the majority of the FDP are progressing as
expected – 23 are unchanged from last quarter; six actions have improved in the level of
Released
assurance we can give, while four have regressed (one from korimako to kākā, and three
to tieke though this is in reality only two actions as 4.7 is a repeat of 1.7). A new factor for
this quarter is that seven have moved to grey. This reflects two important considerations:
i)  Firstly, the reporting this quarter has been noticeably more accurate than in the
previous two quarters, as implementation is testing work programme design. This
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means some things have changed status because the reporting on them this
quarter is more accurate than for the last quarter.
ii)  Secondly, some actions are being rethought by Oranga Tamariki, and are being
redesigned to evolve in a more strategic direction; this is particularly the case with
theme three which,  while still entitled ‘Relationships, Partnering and Decision
Making’, reporting from Oranga Tamariki on this theme this quarter shows  it is
being shifted to the ‘Enabling Communities’ programme.
14) We comment more on this shift below but note that this causes us to revise the number of
actions we are actively providing assurance on this quarter down from 40 to 26. Of the
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actions that have regressed, we draw your particular  attention  to action 1.7  (and  4.7)
relating to the closure of residences. We have not yet seen the transition plan for closing
residences that the action specifically commits to, and we believe is needed for such a
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sensitive and significant decision as closing care and protection residences. We have also
assessed action 5.6 as tieke, as we do not see adequate evidence of progress since the
last quarter, particularly when we indicated we would be looking for meaningful action by
now. For this to move in the next quarter, we wil  need to see evidence that an evidence-
based approach to decision-making is gaining traction more generally.
15) While we do not assess actions that are greyed out this quarter, we nonetheless provide
a general comment for the action, and across the actions within each theme. (Our overall
comment is positioned alongside Oranga Tamariki’s focus for the next 18 months for each
theme.)
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16)  In terms of quantifying progress over the last quarter, of the 40 actions of the FDP
(including the four sub actions of action 2.5):
•  Seven are kākāriki, which we ascribe to the feathers of the kiwi
•  12 are kōwhai, which we ascribe to the feathers of the korimako
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•  Four are karaka, which we ascribe to the feathers of the kākā
•  Three (including both 1.7 and 4.7) are whero, which we ascribe to the feathers of the
tieke
•  14 are greyed out, reflecting that the Board is not able to provide assurance on them
this quarter as they are either continuing to evolve or are not currently active.
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We expect traction over the whole plan by our next assurance report
17) We note that this quarter we have not been able to assess a number of actions and, where
this is the case, we have greyed these out. It is notable that the number of actions greyed
out has risen from the last quarter from nine to 14 this quarter. While we noted in our last
assurance report that we had some concerns that actions remained latent this far into the
implementation of the FDP, we acknowledge that sometimes inability to report specific
progress can indicate that necessary time is being taken to take these actions back to a
Released
more principled and well-founded approach.
18) We believe this is the case for theme three this quarter. We understand this theme is
evolving from Relationships, Partnering and Decision-making to Enabling Communities.
Our understanding is that this has required Oranga Tamariki to take a step back to assess
the overall approach for the theme and then shift to develop a more strategic basis to move
forward from. We  agree this is needed  but  note  it means we are unable to provide
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assurance on progress over the last three months, as the activity we have been reporting
to under Enabling Communities does not align with the specific actions of the existing
theme three. We think this is an acceptable position at this stage and we want to signal
our support for the change in approach. We wil , however, be looking over the next quarter
for more specific evidence of progress and what planned activity under this theme is
potentially able to add up to in terms of outcomes and indicators of progress towards these.
19) In  other places we have had to grey the action  out  for more logistical  or sequencing
reasons, as there has not been the ability for Oranga Tamariki to make progress over the
last quarter. An example of this is action 1.5 which is to confirm the operating model to
support locally-led, regionally enabled and central y supported decision making. For this
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action we noted in our last quarterly assurance report that we wanted to see evidence of
progress over this quarter, and we were concerned three months ago it had not advanced.
We  are advised, however, that this has had to remain on hold while the permanent
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appointment to the Service Delivery line was made. This was unable to happen for this
quarter, though we know the new DCE Service Delivery has now just taken up their role.
20) We once again stress that we look forward to progress on this action over the coming
quarter, as there are a number of dependencies awaiting the establishment of the locally-
led, regionally enabled and nationally supported operating model. These dependencies
wil  be assisted by the development of the strategy to partner and the strategy for
investment. We agree both of these strategies are necessary, though we have not yet
seen them. We hope to see them taking shape in the next quarter.
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21) This leads to several related observations. While, as outlined already, we accept and in
fact welcome the step back to take a more strategic approach in some areas this quarter,
we note that Oranga Tamariki set the original actions and timeframes without seeking our
advice, even though the FDP was in response to Te Kahu Aroha. Because the FDP was
crafted without what we think was close enough alignment with Te Kahu Aroha or with a
supporting strategic framework,  Oranga Tamariki  now find themselves needing to
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reassess relevancy and timeframes for some actions. We believe this needs to happen
and so, as indicated, for this quarter our assessments have reflected this.
22)  Our view is that the plan needs to evolve to keep it current and fit for purpose, and that
Oranga Tamariki should advance this over the coming quarter, where it is practical to do
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so and does not detract from programme delivery. We do not wish to be reporting to you
in December, one year on in our assurance function, that significant parts of the plan
remain inactive because they are not fit for purpose or are stil  needing to be reworked to
be more strategic. Our responsibility and obligation is to provide you with assurance on
progress towards the future direction of Oranga Tamariki, and we do not wish to keep you
waiting any longer than the end of this year for assurance across a whole, aligned and
meaningful plan. The shift towards an outcomes-lens over ‘activity busy ness’ that we have
heard is underway is meanwhile welcome and wil  support the scale of change needed
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and the horizon that must be the long-term guide. We would like clear timeframes set for
both the evolution of the plan and the outcomes framework for it, as they need to be closely
aligned and they need to evolve together.

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23) We also note the Board’s recommendations from our report on disability matters that we
recently  provided to you.  We look forward to providing  you with assurance  in  coming
quarters on these recommendations that we expect will be included within the FDP.
SUMMARY OF PROGRESS BY THEME INCLUDING FEEDBACK FROM THE FRONTLINE
24) In this section, we provide some comments on our views of progress for each theme over
the last quarter. These are drawn from the attached detailed table, which should be read
together with this commentary, as we do not attempt to summarise all our assessment and
commentary here.
25) Overall, there is building evidence in most themes that there is work underway to support
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future change. At the same time, the Board considers there is an equal need to support
kaimahi with the here and now challenges they are facing. It is critical  to ensure that
tamariki, rangatahi and their whānau are getting the support and responses they need
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right now to ensure their safety and wellbeing.
26) We stated in our last summary report for Q2 that we understand the critical importance of
communities having faith and trust in the Oranga Tamariki system so that Oranga Tamariki
can support improved outcomes for tamariki and rangatahi. In our quarterly reports we
therefore purposefully set out where we see positive progress, in order to support trust to
grow. At the same time, we understand the importance of credible and constructive
criticism of where more attention is needed in Oranga Tamariki’s challenging work. This
summary attempts to balance these two objectives.
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Theme 1: Organisational Blueprint
27) Overall, there has been mixed progress against this theme. We see promising progress in
both  the work to strengthen the feedback and complaints system, and the functional
changes below the leadership team. However, there are currently three actions on hold
which is two more than last quarter. These actions were placed on hold awaiting the new
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DCE Service Delivery.
28) We  highlight our  concerns  with  the potential  implications of the status of action 1.7,
regarding residences. We cannot give assurance currently  that progress to close the
residences, and ensure there are appropriate alternatives, is on track. This is because we
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have not seen the transition plan that this action requires and we are not even sure that
the development of this plan is underway yet.
29) We note that work progresses in the absence of a clear strategic approach to partnering
and investment. We repeat our recommendation from Te Kahu Aroha, and reiterated in
our first two quarterly reports, that a strategy to partner and to invest is needed to help
sites move ahead with  confidence, and so that partners can have certainty for their
investment planning. We have recently been informed that a strategy for each is to be
developed, but to date have had no line of sight of progress and we need to see them in
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order to be more confident that this theme is on track and can support devolution to Māori
collectives and to communities. We therefore look forward to seeing progress with both
over the next quarter.

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30) The strategies to partner and invest also need to be shared with the frontline while they
are being developed. This wil  enable the frontline to share their local insights, including
what has worked and what challenges they have faced. Sites should not have to work out
the model for themselves, especially when there are established successes to build from
in other sites or regions.
Feedback from the frontline that is relevant to this theme
31) Feedback from the frontline of relevance to this theme centres around the desire for more
two-way conversations with national office.  This is so that communication is more
meaningful for both  and frontline kaimahi have the opportunity to input into  the future
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direction of Oranga Tamariki. To do so, they first need to understand the FDP and many
stil  feel they are not adequately familiar with it. This is due both to capacity challenges as
the frontline remains very stretched caseload wise, and to what some say are ineffective
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and overwhelming information flows from national office. They also want to understand
national office priorities more, as they are not confident currently that they speak the same
language as to prioirities and what changes are necessary. To enable this, they wish to be
able to feedback to national office on a regular basis, not just to receive material from
national office about policies they are required to implement, without dialogue. Frontline
kaimahi want to know their views are heard and understood, and that there wil  be follow
up in response.
32) More specifically, many we spoke with feel that their work and the pressure they are under
is not understood. Some expressed a desire for Te Riu to connect regularly with frontline
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kaimahi, to be clear of Te Riu’s priorities and areas of focus. Without regular engagement,
understanding  and having a sense of connection between national office and sites,
frontline kaimahi say they do not always know how to advocate at the community level for
the changes that national office is leading.
33) Instead, frontline social workers hold the view that there is a lack of understanding – and
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of valuing - of the context and complexities of the work that is undertaken at sites. Both
social workers and some frontline leaders talked about the volume of email communication
they receive. They are unclear of the prioritisation within the information, and therefore key
messaging risks getting lost in the midst of the amount of material received.
34) Some examples of the range and consistency of views we heard on this are:
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“Expectations and messaging coming down has been really challenging”

“We don’t know what do first”

“Pressure on sites doesn’t seem to feature and are not understood”

“I beg you to please keep talking to social workers. The view of social workers gets
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watered down”
35) Some kaimahi are concerned that community and NGO partners that currently provide
services locally are losing their funding from Oranga Tamariki. Some said that there had
not been an opportunity for them to provide their views on their community’s needs and
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there had been a lack of engagement with sites as to their view of which services and
providers were effective at supporting and meeting local need. For example, we heard:
“We were just told”
“If they (Senior Leadership Team) asked for feedback, we would tell them who
provides quality services”
Board suggestions to address any gaps in communications
36) We believe that there would be value in identifying ways to support both national office
and the frontline to know they are in the same waka, working to the same outcomes, and
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they need each other to be successful. Frontline kaimahi have a lot to contribute in terms
of  experience of what has been tried before, what has and can work and ideas for
innovation. Their experience and intelligence are reservoirs that should be tapped into.
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The information flow needs to shift,  at least in part,  from national office sending  out
information to the frontline, to national office informing itself about the needs and realities
of the frontline. We know that some national office kaimahi have worked as social workers
or at sites, but we are not confident that there is a general understanding of the reality of
working for Oranga Tamariki within communities and how hard this work can be. We
wonder therefore whether there would be value in considering the development of modules
specifically for national office kaimahi to have more opportunity to understand frontline
work, and to see more clearly how their roles at national office can better support frontline
kaimahi.
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37) We have recently had an early design of a new, strategic approach to communications
shared with us. This is visionary, aspirational, and inspirational in intent, and we welcome
that. At the same time, there is an urgent need for pragmatic communication based on
material that the frontline can utilise to access the FDP, understand the intentions and
commitments of Te Riu and national office, and see progress against the FDP’s themes
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and where they can input and help drive it forward.
38) There is otherwise a risk that the frontline and national office are not yet all paddling in the
same direction. We believe this is remediable, and the new communications strategy wil
help over time, but there needs to be action over the coming quarter designed to help
frontline kaimahi understand and connect with the FDP and their role in it.
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Theme 2: People and Culture
39) The Board acknowledges the promising planning  shared with us that sets out a better
future state for kaimahi ora,  however,  we  continue to await detail on how the current
pressing need  to improve kaimahi ora wil  be addressed.  As  in previous quarters, a
significant focus of the feedback we received from the frontline this quarter is on the state
of their kaimahi ora currently. This is included in the feedback relevant to this theme set
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out in the following section.
40) We expect the Oranga Tamariki Action Plan (OTAP) should help with sharing responsibility
and resourcing for delivery over time, and that this should ultimately help with the workload
of Oranga Tamariki’s frontline. However, we have not seen anything specific to be able to
see that other agencies are yet readying themselves to support delivery at the flaxroots
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level. We remain curious, as last quarter, to know the status of the Regional Public Service
Commissioners  (RPSC), as we see their roles as crucial for bringing the government
system together at the regional level. We note that tamariki under the care of the Oranga
Tamariki Chief Executive, including those in residences, tamariki under the oversight of
youth justice and tamariki transitioning out from Oranga Tamariki care, are the priority
population for OTAP. This is a promising commitment, but to be able to provide assurance
that this is going to mean more joined up support for these tamariki and rangatahi, we
need information over the next quarter as to the practical details of what this commitment
means, and as to what the RPSCs are going to lead or offer their support on, and when.
40) We also continue to await progress with development of the Oranga Tamariki resource
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allocation model  and  we  are unclear whether this action is in reference to
workload complexity and caseload measurement only or whether it is also relevant to fiscal
and people resource, and asset management and allocation. Meanwhile, we are confident
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that Te Hāpai Ō  is  comprehensive  and  that  the programme  is progressing well  and
supporting participating kaimahi in enhancing their cultural competency. We are similarly
confident with progress with the workforce strategy, while recognising it needs more time
to fully develop and to move beyond its current internal focus.
Feedback from the frontline relevant that is relevant to this theme
41) The frontline has felt an ongoing tightening of constraints in the agency’s fiscal position
which is, according to some, risking impact on ability to fulfil tamariki plans and orders. It
is also creating potential delays for some sites in not being able to advance recruitment of
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social workers and other allied roles. This in turn is increasing the workload pressure for
some sites. Moreover, kaimahi have dif erent understandings of the financial situation, and
have told us that messaging and application appears to be inconsistent from one region
to another. This includes a range of understandings as to which positions can continue to
be recruited for, including whether kairaranga are considered to be a frontline position,
and what support is available to advance the practice shift.
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42) We heard many comments such as:
“Existing social workers have to absorb the cases. We have to manage on top of our
busy caseloads”
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“I feel that cases need to be at a critical point before we get finances approved”
“If we want to set up whānau to thrive, we need to have putea to service plans and
orders”
43)  We are told that some  sites and  kaimahi  are  having to more often refer whānau to
resources from the community, such as local foodbanks, where they may have previously
provided  supermarkets vouchers.  Others said they are no longer using Individual
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Expenditure Cards to buy tamariki food or bring kai to a meeting with whānau.
“We are trying to empower families so they can access supports, but we also refer
out to community support if required”
“It’s been huge for us, working in the intensive intervention a lot of safety planning
and keeping kids out of care, it’s hard to juggle with not having money to support”
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44) Regardless, we were told that sites are trying their best within the circumstances:
“People are making a fine effort. We also have some good practice leaders to keep
the focus on where we should be going”

Theme 3: Relationships, Partnering and Decision-Making

45) The Board notes the change in reporting style for this theme to align relevant actions
against and across tracks one and two of Enabling Communities in an integrated manner.
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This is a  significant evolution from the published actions under the FDP  towards a
description and understanding that better reflects Te Kahu Aroha. The Board also
understands that this is a very significant new direction for a government agency and wil
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need to proceed at varying paces and in different ways, as befits the needs of tamariki and
rangatahi,  whānau,  hapū,  Māori  collectives,  and  community  partners.  We take this
opportunity to suggest that the different approach being taken for this theme through the
parallel Enabling Communities work programme represents timely opportunity to update
the FDP as a living document, as and where it is evolving through building to delivery.

46) The promised shift towards an outcomes-lens for this theme, as for the whole FDP, is
welcome as it wil  support the scale of change needed and the long-term horizon that must
be steadily navigated towards, particularly to enable devolution to be successful.  It is
pleasing to see progress with track one pilots, and with track two early mover communities
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under Enabling Communities,  but at the same time we need to see how this wil  be
amalgamated with the ‘Relationships, Partnering and Decision-making’ theme. The Board
expect to work closely with Oranga Tamariki, together with the ICF, to support devolution
under this theme to be successful, enduring and sustainable into the future.

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47) While we strongly support devolution to communities, we wish to also clearly signal that
there is a pressing need for Oranga Tamariki to show how it plans to actively take account
of the diversity of needs for all tamariki and rangatahi, not just the needs of tamariki and
rangatahi Māori. While we believe that prevention should be led by communities for all
tamariki in the first instance, we caution against seeking to place responsibility  for all
tamariki and rangatahi to Māori collectives and iwi of the rohe. They need the space to
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prioritise the needs and opportunities to support their tamariki, rangatahi and whānau first
for  the  disparity  that  Māori  have  experienced  to  be  addressed.  We are concerned
otherwise that the conditions needed for devolution to be successful are not in place.

48) We also believe that the needs of tamariki and rangatahi who do not whakapapa to local
iwi  or  who  are  not  Māori  must  be  actively  considered. Their  communities should be
supported to meet their needs in parallel with Māori collectives leading for their tamariki.
As we said in Te Kahu Aroha, we wish all tamariki and rangatahi in Aotearoa to be safe
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and able to thrive, and do not think that neglecting the needs of any of our tamariki will
help achieve the equity we seek for Māori.

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49) We make these comments now, as while we see good promise with the progress under
this theme, the most effective time to build a system that works for all is from the beginning.
While we know that work is proceeding in good faith, we do not want this theme to advance
in a direction that inadvertently excludes any tamariki, rangatahi or whānau from being
able to access the support they need to be safe and able to thrive.

50) Relevant feedback from engagement with the frontline for this theme is included in the
feedback under the next theme, Social Work Practice, as much of this was in relation to
the Practice Shift.

C.  Theme 4: Social Work Practice
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51) The Board acknowledges progress made in a number of areas across this theme including
the monthly case file analysis for all pēpi under 30 days old placed in custody under a
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section 78 order, and through the Chief Social Worker issuing practice notes to all kaimahi
to build understanding, as with presentation of review findings to frontline senior kaimahi.
These actions can only strengthen the application of practice guidance for frontline
kaimahi. The Board is also pleased to see some progress on micro-credentialing and on
some of the residential standard operating procedures.
52) For the next quarter, the Board welcomes further information on understanding how
professional development and training can aid frontline kaimahi understanding and
application to practice, and explicitly on Oranga Tamariki’s plan for training and guidance
for kaimahi to support tangata whaikaha. We also wish to see that analysis of section 78
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use includes looking at outcomes for all tamariki placed in custody under this order, not
just those of pēpi under 30 days old.
Feedback from the frontline that is relevant to this theme
53) Relevant feedback from engagement with the frontline for this theme  focuses on the
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Practice Shift, and how this is supporting devolution at the site level. It is clear from our
conversations that overall, the frontline is in strong agreement with Oranga Tamariki’s
direction to devolve prevention and other aspects of care to Māori collective, hapū, iwi and
community partners. In fact, there was overwhelming positive agreement from kaimahi on
the need for this to happen. However, there is some concern that patience in building
capacity and capability is needed in order to be able to meet the demand and to ensure
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devolution is successful. For example, we were told:
“We now have 5-6 providers we contract to work through the reports of concern which
has led to a greater understanding of the work we do”
“The community are taking 40-50% of our intake referrals and I’ve noticed a reduction
in re-referrals”
54) There is a  parallel need alongside Oranga Tamariki’s Practice Shift and in support of
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Section 7aa, to support the other agencies to understand and support the shift and future
direction of Oranga Tamariki. Some reported that other agencies, including the Courts, are
not equally comfortable with the pace or ambition for change, and are not adequately or
at all familiar with the Practice Shift. There is a need to engage and educate across the
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sector  or there wil  be drags on progress and potentially contradictory processes for
tamariki, rangatahi and whānau to work through.
“It is frustrating that other government agencies don’t get the future direction. For
example, education, health, courts, and the lawyer for children, or police - they still
come to FGCs and just read out the things the child has done wrong, with no focus
on strengths”
55) There is also some concern that not all kaimahi are confident in Oranga Tamariki’s
statutory roles, and more clarity is needed as to where Oranga Tamariki should continue
to lead. Some said that there is not enough focus on training and clarity of their statutory
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role. Kaimahi believe they must undertake robust, well-reasoned assessments, and that
these assessments underpin their work and decisions. Some supervisors commented that
more specific communications from senior leaders on the role of statutory social work
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would be helpful to address these concerns, and to clarify that Oranga Tamariki stil  has
an important statutory lead role.
“We all need to be clear of the roles and responsibilities”
Improving supervision experiences
56) We were very pleased to hear that the amount of supervision being received has notably
increased over the last quarter for some kaimahi, a number of whom said they feel their
practice is actively supported through supervision, with some noting that they are having
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either regular or ad hoc supervision,  depending on their  work priorities. While the
supervision we heard about has been generally more case focused rather than focused
on  practice  reflection, this is a significant marker of progress and it  is very pleasing
compared with what we heard during engagements for the first and second quarters.
“Exceptional supervision and I genuinely feel valued”
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57) There are variables within this, for example, cultural supervision is not consistent across
regions. We also heard a number of times that while social workers reported that they have
positive experiences with their supervisor, they do not  feel that their supervisors
themselves get adequate support or training from the organisation. In addition, some of
the supervisors we spoke with reported that they had very little professional development,
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though several did say they had a current professional development plan and some said
they had enrolled into the ‘Leading the Oranga Tamariki Way’ programme.  Several
supervisors acknowledged they received regular supervision from their site managers and
felt they had an opportunity to grow and develop. One Practice Leader talked about the
site funding  kaitiaki sessions every two  months, and others spoke about active
communities of practice and regional peer supervision.
“We get a lot of opportunities for training, our practice leader is awesome”
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Feedback relevant to placements and residences
58) Through engagement for this quarter, we heard that some social workers have noticed a
substantial increase in younger offenders, coupled with a lack of care placement options
for them. This is increasing the potential need to utilise youth justice (YJ) residences for
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younger rangatahi. Kaimahi say they are struggling with how to best support particularly
those presenting in the YJ system under the age of 14 years old.
“They cannot be charged but there is a gap in services for that age group”
59) Social workers continue to tell us, as in previous engagement, that they are frustrated with
how many of these rangatahi have not been in school for several years and that engaging
with the Ministry of Education on this is not necessarily straightforward.
60) We continue to hear that motels are having to be used if there are no other community
care options available, and we were told at times, tamariki are placed in residences if there
are no bail homes available. This is despite it not being an appropriate option for this age
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range.  On  other  occasions, younger  offenders are being  placed in community remand
homes without adequate support, and this can lead to a greater risk of absconding.
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“Our biggest stress is placements, especially for teenagers. I am consulting
constantly with our placement team but most end up in motels with trackers”.
“Far too often because care and protection do not have provision of placements. We
can’t provide best outcomes if we are locking them away”
61) We  provide  these comments on the need for placements  for a range of tamariki and
rangatahi  to reinforce what we found in our recent report on the needs of tamariki
whaikaha, and also to support our review on progress against the recommendations we
made in our Review of Residences, nearly a year ago. We provide more information on
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this later in the report.
Theme 5: Data, Insights and Evidence

62) We understand that the roll-out of Whiti and work to advance EDAP (the Enterprise Data
and Analytics Platform) is progressing well, with both actions improving this quarter. We
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welcome the child-centred focus of the new data structure and the mechanisms
in place within Whiti to help reconcile work completed with case management system
records. In lieu of formal data quality assurance mechanisms, this is a helpful step in
assisting the frontline to maintain accurate records.

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63) The magnitude of the programme to replace CYRAS is recognised and we are encouraged
to finally see a plan in place. At the same time, we do not feel that there has been
meaningful progress to embed evidence-based decision-making across all levels of
the organisation and we hold some concern over the delays to the Data Exchange work
programme.

64) We did not receive any feedback from the frontline of specific relevance to this theme,
however, we wil  make this a focus for the next quarter. We hope that evidence of the
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impact of Whiti for sites will start to be available by then, and that data sharing options with
partners will become visible to sites and partners.

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OUR ASSESSMENT OF PROGRESS AGAINST THE RECOMMENDATIONS OF OUR 2021
RESIDENCE REPORT
65) The final section of this reports explores the progress that has been made on the
recommendations we made in our 2021 review of residences report. (Table 2, attached,
sets out our framework for assessing progress against the recommendations.)
66) At  an overall level and combining  with the relevant actions of the FDP,  the level of
assurance we can provide on  residences is mixed.  We recognise that there has been
progress over the last year, and that there are some promising plans in place to develop
new physical environments in lieu of the current residential offerings. We are concerned
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however about the decision to close care and protection residences in the near future
without the promised transition plan being in place, and without recognition that the biggest
issue for rangatahi otherwise in need of residences is the lack of specialised care options
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and placements. We believe, as we said a year ago, that this should be the first focus,
rather than starting with closing the current approximately 30 bed capacity of care and
protection residences. These bed numbers do not in any way reflect a measure of the
demand for specialised placement and care, but are a crucial existing offering.
67) We understand the external pressure to close residences, including from the evidence
being shared in the Royal  Commission  as to how damaging residences could be  for
tamariki and rangatahi. We  agree that ultimately  residences need to close,  as their
physical environments offer limited ability for a therapeutic environment and present the
potential for inappropriate care and increased levels of risk, but we believe that sequencing
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the closure is key – that is, the new builds should be in place before current options are
taken away.
Background
68) In July 2021, the Board was asked by the Minister for Children to ‘visit all Oranga Tamariki
Care and Protection and Youth Justice Residences for the purpose of assessing and
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reporting back on the care, safety and treatment provided to the children and young people
who are residents’. In response, we undertook a focused review to explore whether there
were systemic issues across institutional residences,  noting  we  did not investigate
operational issues at individual residences.
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69) Through this review, we have identified gaps in the provision of specific care and treatment
by some residences. We determined that residences were inadequately supported, with
inappropriate physical environments, and without the necessary specialised workforce and
skil s to deliver therapeutic care to meet the needs of tamariki and rangatahi in residence.
While our review was mixed, it was our view that with sufficient resourcing and appropriate
prioritisation, most of these issues could be remedied, at least for the medium term while
the new builds in community settings are completed over the coming five years.
70) We identified fiv
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1.  The significant unmet demand for acute care places and the urgent need for more
options for secure therapeutic care;
2.  A workforce purposefully matched to this unique category of care, and to support
those tamariki and rangatahi that are in residential care;
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3.  National-level support for residences, including for national standard operating
procedures and with recruitment, induction, training, and supervision;
4.  The opportunity to refresh the grievance process so it is fit for purpose to support
ongoing improvements to residential care;
5.  The need to provide a holistic and therapeutic approach for each tamaiti in the care
of the residences, as well as in the broader care system, with regular monitoring and
assurance in place to ensure a culture of continuous improvement.
One year on from our Residences Report
71) In this section of our Te Kahu Ariki report we provide an update on the progress made to
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address those recommendations. We also highlight emerging concerns that have come to
light when we have revisited five residences (one care and protection and four youth justice
residences) between June and August 2022.
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72) The ‘Residence Assurance Framework’ (Table 2, attached) synthesises this information.
The body of information reflects engagement with residential kaimahi, rangatahi,1 project
and programme work leads, subject matter experts, oral and written briefings. We also
utilise literature to inform best practice within residential settings.
73) In preparing this update, we were  limited in our  ability to meet with rangatahi living in
residences; we will provide further insights shared by rangatahi as part of future reports.
In addition, some members from Te Rōpū Pūmanawa (which consists of five rangatahi
with care experience,  including lived experience in the residences referenced in the
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original residences report in October 2021) have also been given the chance to review
and provide feedback on the advice traversed here.

Progress Update
74) There is work  underway to consolidate various service delivery initiatives related to
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residential care. Specifically, we note:
•  the presence of the kaupapa where quality of care underpins the work of all residential
staff. The safety and wellbeing of the young people is at the core of all they do;
•  provision of targeted education and programmes for young people under 17 years old;
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•  the development and micro-credentialling of the Youth Justice Induction Programme,
‘Te Waharoa’;
•  the micro-credentialing of STAR and leadership training for Youth Justice staff;
•  the strengthening of standard operating procedures;
•  improving the accessibility of the grievance process; making the system user friendly
for young people.
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75) Youth Justice residences have made steady and considered progress to address the
recommendations set out in the October 2021 report and should be commended on their
determination to improve the current state.

1 Refers to rangatahi living in residences at the time the MAB completed their engagements
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76) In comparison, we are concerned that progress for Care and Protection residences has
not matched this pace. We believe this is due to the pending closure of the Care and
Protection residences,  and a correlative  deprioritising of investment in these services.
While there are tamariki and rangatahi in the residences and an ongoing demand for them,
it seems crucial  for  progress  to continue to be made to ensure they are the best
environments they can be for those in their care.
  Update on specific progress against each of our five recommendations

77) The significant unmet demand for acute care places and the urgent need for more options
for secure therapeutic care
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•  Care and Protection residences continue to operate at near full capacity. Demand for
residential placements outstrips  the ability to supply, resulting in tamariki and
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rangatahi at times having limited viable, quality care options which adequately meet
their needs.
•  There continues to be numbers of tamariki and rangatahi with complex and behaviour
management needs placed in motels or community homes with a range of carers while
they await vacancy in residences. The level of skil  and experience of the supervision
staff employed to manage the complex and behavioural needs of those young people
is uncertain.
•  Rangatahi raised their awareness of the lack of suitable placement options. They
stated that they know the reasons why they remain in residential care, and feel they
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have no power to determine their future plans. This position was supported by staff at
residences.
•  At times, when there are no suitable placements available, social workers are required
to provide oversight and supervision for these young people both during the day and
overnight. This is alongside the expectation that these staff also fulfil their day-time
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accountabilities. This service provision gap requires addressing.
78) The need for a workforce that is purposefully matched to this demand, and to support
those tamariki and rangatahi that are in residential care
•  The lack of a unified workforce strategy for residences is an impediment to quality
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recruiting and retaining staff.  We are aware that Youth Justice has made progress on
its workforce strategy.
•  Several residences highlighted that recruitment of staff is not a seamless process.
Delays in approval to progress appointments often results in the preferred applicant
securing alternative employment. It is noted that the Police vetting process is a key
contributor to the delay.
•  Retaining staff is an issue. Vacancies in several residences hinder the opportunity for
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staff to at end training or receive supervision as daily operational requirements take
precedence.
•  Residences identified that full occupancy and high volume of staff vacancies presents
significant health and safety risks to both staf  and rangatahi. Recently, several staff
employed at youth justice residences cited being afraid to present for work duties
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because of the increased violence and aggression being displayed by the older
residents.
•  The Board has not yet  received an update on workforce planning from care and
protection residences, while Youth Justice have  presented its work on training
pathways, the induction package and the training for both leaders and youth workers.

79) The need for more national-level support for residences, including for national standard
operating procedures and with recruitment, induction, training, and supervision
•  The Board has not yet received an update on the progress for more targeted support
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from national office for residences.
•  Standard operating procedures are being progressed. The Board would like an
indication when this work wil  be completed.
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•  Residence staff spoke of the continued use of a paper-based record management
system. The paper-based system is laborious particularly for auditing and compliance
reporting. The adoption of a more sophisticated system to streamline the process is
welcomed by residential staff.
•  Youth Justice has been progressing with training for its staff. The Induction
Programme, ‘Te Waharoa’ provides new staff with a solid overview of organisational
expectations and service requirements.
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•  Micro-credentialing STAR and leadership training for staff is being progressed.

80) The opportunity to refresh the grievance process so it is fit for purpose to support ongoing
improvements to residential care
•  Reporting grievances continues to be managed by rangatahi  submitting a writ en
complaint. Some rangatahi do not have well developed written skil s and this presents
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a barrier for them and to ensuring their voices are heard. Residential staff stated that
rangatahi are able to approach other adults to support them to make a complaint.
Notwithstanding this offer, rangatahi are reluctant to utilise that assistance.
•  We understand that work is underway to introduce a suite of improvements as part of
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the  Manaaki  Kōrero  work  programme  led  by  the  Voices  of  Children  and  Young
People’s team, including technological options to the grievance process in the
upcoming quarter.

81) The need to provide a holistic and therapeutic approach for each tamaiti in the care of the
residences, as well as in the broader care system, with regular monitoring and assurance
in place to ensure a culture of continuous improvement.
•  The development of  OTAP is an important opportunity to drive a shared systems
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approach for tamariki and rangatahi. Beyond this, we have not received an update on
the development of therapeutic approaches that meet the needs of tamariki and
rangatahi.

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•  The sharing of information gathered at sites is not always accessible to residential
staff. This creates a barrier particularly in the development of holistic plans and also
for the other agencies such as Education and Health to contribute and determine their
contribution to the residential plan.

Emerging concerns
82) Visits to residences this quarter identified concerns around managing and providing for the
unique needs of the 17-19-year-olds in youth justice residential settings, as well as the
lack of available care and protection residential placements.
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83) The amendments to the Oranga Tamariki legislation in 2019 increased the age of young
people from 17 to 19 years. The impact on youth justice residences has been two-fold:
firstly, an increase in demand for beds, and secondly a reflection that the current service
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provision is not responsive to this older cohort and was not designed with their needs in
mind.
•  The service provision at youth justice residences for the most part is centred on young
people under 17 years of age. Education and life skil s programmes have been
designed to fit the younger age group (12-16 years).
•  The older young people find it dif icult to remain interested and to be responsive to
many of the current programmes. The opportunity for them to engage in vocational
training and extend their work skil s is limited.
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•  Several of the older young people are large in stature, are life experienced and more
complex to manage. Some are aggressive and violent. A small number of the
residents are patched or aspiring members of gang organisations.

Care and Protection Residential Placements
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84) Currently, Care and Protection residences offer  around  18  placements to rangatahi.
Oranga Tamariki has announced that over time care and protection residences wil  cease
to exist in its current form. The intention to close Care and Protection Residences comes
at a time when the demand for residential placements is increasing. We understand the
plan to address the demand for safe residential placements is to be met by working with
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Māori  collectives,  iwi  and  communities  to establish community homes,  and  to  develop
other placement alternatives.
85) We note that the proposed timeframe for the completion of the new purpose-built homes
is not for some while. Furthermore, it is likely that Māori collectives, iwi and community
providers wil  require time to build their capacity and capability to deliver models of care
that meet the needs of tamariki and rangatahi. The Board understands the drive to create
a new and different future, however, the planning for this must not be at the expense of
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today’s rangatahi.
86) The Board acknowledges the programme exploring alternative options to extend the range
of care options by Māori  collectives,  iwi  and  communities to better meet the needs of
tamariki and rangatahi in the future.

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Further assurance for Te Kahu Ariki 4
87) The Board seeks assurance from Oranga Tamariki for the fourth  quarterly  assurance
Report on four specific matters so that we can have a fuller picture of progress and areas
for attention:
•  the steps being taken to ensure the safety of the rangatahi and staff in residences, in
particular youth justice residences (17-19 year olds)
•  the plan to address the significant demand for care and protection residential
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placements
•  the progress and preparation of the suite of community care options which over time
wil  replace the care and protection residences
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•  update on progress against the Residence Report recommendations from the Care
and Protection residence leadership group.

Information
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TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Oranga Tamariki’s focus for the next 18 months
Board high-level assurance summary
Focus  for  next  18  months:  Implementing  the  organisational  reset  below  the  leadership
Overall, there has been mixed progress against this theme.  We see promising progress in the work
team,  confirming  regional  boundaries  and  the  new  operating  model.  Strengthening  the
to strengthen the feedback and complaints system, and with subsequent change below the
feedback  and  complaints  system  through  immediate  improvements  and  commencing
leadership team. However, there are currently three actions on hold; this is two more than last
implementation  of  a  broader  plan  to  deliver  ‘fit  for-whānau’  complaints  experiences.
quarter. These actions were placed on hold awaiting the new DCE Service Delivery. We are
Progressing  Residential  Care  and  Other  Matters  Bill,  as  wel   as  integrating  Service
concerned with implications of the status of action 1.7 – we cannot give assurance that progress to
Delivery initiatives under the Te Oranga o Te Whānau Portfolio, to support the transition
close the residences and, critically, ensure there is appropriate alternatives to residences, is not on
plan  to  close  residences.  Supporting  tamariki  and  whānau  participation  in  existing
track as we have not seen the Transition Plan that this action requires. We note also that work
practices and processes and Future Direction Plan change initiatives, building towards a
progresses on a number of front in the absence of a clear strategic approach to partnering and
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future  state  systematic  approach  to  tamariki  and  whānau  participation  and  influence  on
investment, and look forward to seeing progress with both over the next quarter as they are needed
decision-making.Update from their FDP report
to help guide transformation.
Act
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.1
Determine how
Completed
Complete Te Riu recruitment
In the last quarter the Tumu Tuarua  Potential to align with: overarching
Phase 2
Kiwi
functions are
(November 2022).
te Tuku Ratonga was appointed,
recommendation 1 regarding
grouped for best
In July, a permanent appointment
and we acknowledge the work to
upstream prevention; overarching
We assess this
effect, and then put in  was made for the DCE Service
confirm other appointments. We
recommendation 2 regarding
action at green,
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place a leadership
Delivery role. The new DCE wil
look forward to working with Te
purpose, including restoring the
considering the full
team to reflect this,
start with the Ministry on 12
Riu.
mana of social work and the
Te Riu team is now
drive further change,
September. A recruitment plan is in
OCSW; and
recruited for. To
and set culture. This
place for the DCEs System
The importance of an overarching
overarching recommendation
keep progress at
wil  ensure that
Leadership and People and Culture
outcomes framework for ongoing
regarding ensuring all within
this level, we
professional social
& Enabling Services roles. Once
accountability has been accepted
Oranga Tamariki understanding
would like to see
work practice is
completed all Te Riu roles wil  have
by Oranga Tamariki. The Board
their role in contributing
how Te Riu intend
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appropriately
permanent appointees.
looks forward to being updated on
recommendation 20, but this wil  be
to consolidate the
reflected at this
the progress of this.
dependent on implementation of
across the actions
leadership level.
form.
in the FDP, and
confirmation of
who is accountable
for both each
action, and for their
Under
collective impact
Released
Te Oranga o Te Whānau Portfolio: A process is currently underway to bring Service Delivery initiatives into an integrated ‘whole of care’ portfolio underpinned by tikanga, matauranga Māori, bold aspirations and iwi
partnerships. The Portfolio brings together Whānau Care, Youth Justice and Specialist Groups Homes, Care Residences Redevelopment (Transforming Te Oranga and Te Kaahui Whetuu ), the Care Investment & Planning
(Cost of Care) programme as well as the Care Continuum (Future Model of Care) under the mantle of Te Oranga o Te Whānau. Reporting for the portfolio wil  be provided at the next reporting period.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.2
Alongside the
In progress
Discussion wil  continue among Te Riu
We understand that the Oranga
Not associated with
1.3
Korimako
development of a
Timeframe to deliver: June 2023
regarding the prioritisation and
Tamariki Organisational Strategy on a
any specific Te Kahu
1.5
new operating model,  Functional changes below leadership
sequencing of further structural change
Page wil  be a foundation document for
Aroha
1.6
consider what
level have been presented to Te Riu
below the leadership level, and wil  be
subsequent change. We are advised
recommendation
Phase 2
Over the coming
functions and models
and the Chief Executive for discussion:
guided by the Oranga Tamariki strategy  that this work is closely linked with
directly
quarters, we wil  be
best support
and Future Direction Plan. The Director
actions to reset operational boundaries
looking to see how
subsequent change
Service Delivery
Transformation wil  support this
and the development of the regional
structural changes
1982
below the leadership
• An interim leadership team is in
prioritisation and decision-making with
operating model.
are impacting on
team.
place until the newly appointed DCE
an aim to mitigate change fatigue
capacity and
Service Delivery commences work
among kaimahi (ongoing) .
By next quarter, we want to see how
capability to deliver
in September. The review of
this work wil  be advanced.Act
structure wil  be ongoing
By the end of October 2022 there wil
be a clear view of sequencing and
Office of the Chief Social Worker
timeframes for further structural change
We note that we have been receiving
A recruitment plan in place for a new
below the leadership level for:
regular presentations from Te Riu
team with completion due for October
• Māori, Partnerships & Communities.
regarding activities underway to support
2022.
• System Leadership.
FDP action. We have been provided
• Transformation.
with the option for regular kanohi to
Quality, Practice & Experiences
kanohi korero with the full Te Riu
• Propose changes to leadership team  Activity for these groups wil  most likely
leadership team to work through any
and re-design of functions. Planning
continue next year (ongoing)
concerns the Board has, and to provide
is in progress.
Included wil  be work to develop a:
feedback on areas we are supportive of
Information
o Consultation with impacted
• Proposal for how best to organise
the direction and where we can offer
kaimahi (Oct 2022)
data, digital and information
guidance.
o Final decision (Dec 2022)
functions (potential impact on all
o New structure live (Feb 2023).
DCE areas above).
People, Culture & Enabling Services
• Communications plan and change
• Proposed structure change to create
approach, endorsed by Te Riu, to
Official
a new centralised Data, Digital and
support the tranche of structural
Insights team. Planning is in
changes and minimise the impact on
progress.
kaimahi
o Consultation with impacted
kaimahi (Oct 2022)
o Final decision (Dec 2022)
Under
o New structure live (Feb 2023).
Delays this quarter
• Sequencing. Each business area
has its own different set of
challenges, complexity, and urgency
for change.
• People & Leadership:
Implementation of HRIS/Payroll
Released
programme requires 2 month freeze
on any change and a change
consultation process.
• Interdependencies: Work to identify
interdependencies is needed to
ensure the changes made achieve
the collective priorities of Te Riu and
our strategy and Future Direction.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.3
Reset Oranga
On hold
By end of October 2022 there wil
It has been confirmed that the intent of this
Potential to align to all three  1.5
Noting that this
Tamariki regional
Timeframe to deliver: Not yet
be a clear owner of this work, who
action is to consolidate operating
overarching
1.6
action has gone on
boundaries to have
confirmed
wil  be accountable for leading this
boundaries for the organisation's service
recommendations and :
2.3
hold since the last
one common set
Challenges faced this quarter
action.
lines, so that one common set of
3 - Understanding what
Phase 2
quarter, we are
across the agency
slowed progress to deliver these
boundaries exists.
regional governance
unable to assess
that better reflect the
activities. Oranga Tamariki remain
Ongoing work reported includes:
arrangements exist
progress fairly.
1982
communities it
at the concept stage for resetting
• Agree scope and outcomes for
The Board understands that the Te Oranga  4 – Ring-fence resourcing
We wil  be very
serves.
the regional boundaries.
this action.
o te Whānau Portfolio have assumed a
to support regional planning
concerned if this
• Identify resources to deliver this
separate set of boundaries that reflect iwi
6 – Responsiveness to
shows no progress
There is no progress to report
action.
and rohe.
partners
by next quarter. To
Act
against this action from last quarter
• Plan for engagement with the
We have been advised that Oranga
7 – Community workforce
give assurance
communities this action is
Tamariki is working to resolve the many
needs
against this action
Delays this quarter
seeking to better serve.
boundaries the organisation works with,
8 – Local helplines
we would welcome
• Progress discussions with the
and that this work is stil  in progress.
11 – Developing social
early engagement
• Temporary DCE Service
PSA about their involvement in
sector workforce plan
with the DCE
Delivery: the decision document
this action.
We would welcome an opportunity to hear
16 – Triage from NCC to
Service Delivery.
for the new Te Riu structure
• Define the connection between
more about the progress of this work, and
communities
indicated the DCE Service
Action 1.3 and action 1.5
of progress at the regional level.
19 – Ensure adequate
Delivery as the owner of this
resource for communities to
action. Agreeing scope and the
Work to deliver Actions 1.3 and 1.5
It would be helpful to have an
lead upstream prevention
direction of this mahi has been a  wil  enable the progress of actions
understanding of how these regional
Information
secondary focus of the outgoing
1.6 and 2.3.
boundaries align with the regional service
DCE Service Delivery, due to
structures of other government agencies
the competing operational
and existing convening and funding
priorities they have taken to
regional localities. For example, it would be
prepare for a permanent
useful to understand MSD's Work and
appointment to this role  We see
Income boundaries, as well as the
value in undertaking planning
localities of the Regional Public Service
Official
activities for this action with the
Commissioners, to ensure there are no
permanent leader, who wil  be
gaps in services.
accountable for its delivery.
We would appreciate an indication of
Chal enge/s to future delivery:
Oranga Tamariki planning, if any, to
• Requires consultation with local
consider the possibility of alignment of
leaders, partners, and iwi to
Service Delivery boundaries with other
Under
ensure decisions are not
significant Service Delivery government
disconnected from communities
agencies.
and whānau.
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.4
Strengthen the
In progress
Improvements to residential grievance
The Board recognises that Manaaki
Aligns with the
5.1
Kiwi
feedback and
Manaaki Kōrero
process.
Kōrero is comprised of two
Residence Report
5.3
complaints
Improvements to residential grievance
Support operational delivery of the following
workstreams.
and potentially with
5.5
For the next
system so it is
process.
activities from August 2022:
recommendation 5
5.6
quarter we would
‘fit-for-whānau’,
• Immediate improvement areas confirmed
• Improve the language and accessibility
One workstream is focused on
of Te Kahu Aroha
like to see that
and ensures that  • Initial improvements have been designed
of tools and resources. For instance,
improvements to the residence
with respect to
options to expand
tamariki,
with kaimahi responsible for delivering the
redesign the ‘What’s up’ form and improve
grievance process. The Board is
ensuring voice of
this to all tamariki
1982
rangatahi and
grievance process and with VOYCE
the response letter language
encouraged by the progress to
tamariki and
and rangatahi n
their whānau
Whakarongo Mai.
• Develop more mechanisms for
strengthen this process.
rangatahi are at the
care, not just in
have their voices  • Implementation approach endorsed by
rangatahi to raise a complaint via.
We understand that these
centre of all
residences, is
Act
heard and have
DCEs and handed to Service Delivery for
Involve piloting an interactive digital form
improvements are being introduced in  planning and
being considered.
confidence in
implementation from August 2022
in residences.
residence institutions only. There is a
delivery
the process.
Develop and implement fit for whānau
• Teach self-advocacy as a social skil .
question about the applicability to
complaints, grievance, information,
Pilot teaching rangatahi self-advocacy as a  'residences' as defined under the
assistance and advice processes
skill in Puketai residence with VOYCE
Oranga Tamariki Act. Further
Timeframe to deliver: July 2023
Whakarongo Mai.
discussions wil  be had with Oranga
• Improve investigation standards and
Tamariki.
VOYCE Whakarongo Mai :
training: refresh and improve the Whaia
The second workstream is focused
• finalised engagement approach for
te Maramatanga training/resources to
on developing and implementing a fit-
tamariki and rangatahi.
support timely responses to rangatahi.
for-whānau complaints, grievance,
• Working to finalise engagement approach
• Increase the profile of advocacy in
information assistance, and advice
Information
with whānau.
residences. Provide information to explain
what advocates are, identify who they are
process. The Board is encouraged by
Improvements to existing feedback and
and ensure there is regular access to
the work of Oranga Tamariki for this
complaints processes
advocates.
action, but expects Oranga Tamariki
• Improvements continue to take
to ensure their partners are best
place reflecting ongoing development
Develop and implement fit for whānau
supported to provide advice to meet
work There have been significant
complaints, grievance, information,
the timeframes required of advice
improvements in the last six months in the
assistance and advice processes.
tendered by Ministers, and take
Official
timeliness of responses to feedback
• Work with tamariki, rangatahi, whānau and  responsibility when those timeframes
providers.
caregivers to describe a future state led by  are not met. Oranga Tamariki needs
to consider capacity of partners in
Delays this quarter:
VOYCE Whakarongo Mai (Aug – Dec
setting the timeframes for delivery of
• Capacity constraints and competing
2022).
this work, and we expect Oranga
priorities for residence kaimahi has
• Develop and implement a prioritised and
Tamariki to support partners and
impacted delivery timeframes for
sequenced plan for wide scale solution
community organisations with
Under
improvements to residential grievance
development and implementation and
capacity building, and, when
processes.
ensure VOYCE Whakarongo Mai,
commissioning partnered work, build
• Developing a whānau engagement
tamariki, rangatahi and whānau have a
in timeframes that work for partners
approach that is ethical and meets our
quality assurance role in implementation
not just for Oranga Tamariki or
partnership obligations with VOYCE
(February 2023 onwards)
government.
Whakarongo Mai has taken longer than
planned and delayed work whānau.
Improvements to existing feedback and
We look forward to hearing more
complaints processes.
about the progress of a blueprint
Chal enges to future delivery:
• Ongoing work with the Feedback and
design for our next quarterly report.
• Capacity issues and competing priorities
Complaints team to ensure insights gained
Released
are likely to be an ongoing challenge.
are shared and reflected across
• Funding required to implement a wide
improvement of current, and design of
The Board is strongly supportive of
range of changes to deliver a ‘fit for
future, processes.
the work Oranga Tamariki has
whānau’ system is unknown until the
completed so far on the Manaaki
blueprint is completed by tamariki and
Kōrero work programme, and
whānau. We are committed to delivering
understand this work has now
immediate improvements through existing
progressed to the implementation
budgets.
phase.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.5
Develop an
In progress/On hold
By end of October 2022 we wil  have
The Board is advised that this action is
Potential alignment
1.3
The Board notes
operating
a clear owner of this mahi, who wil
currently on hold, though the last quarterly
with overarching
1.5
that there has
model that
• The concept mahi completed by the
be accountable for leading this
report from Oranga Tamariki had noted
recommendation 1
1.6
been progress
drives locally
Transformation Group and presented to
action.
some progress on this action.
with respect to
2.3
on work to develop
led, centrally
the Chief Executive and Te Riu,
enabling upstream
2.5
Te Oranga o te
enabled ways
highlights the need for key FDP actions
Oranga Tamariki wil
We understand that the newly appointed
prevention.
Phase 2
Whānau and the
of working.
and initiatives that wil  inform how we
DCE Service Delivery wil  progress this
organise our regional structures and
• Finalise scope and outcomes for
action and we look forward to meeting them
Enabling
1982
processes to support us in achieving the
this action (ongoing) including
and learning more about this work and how
Communities work.
intent of Te Kahu Aroha.
phasing if needed
However, we do
• Identify resources to deliver this
it is being progressed.
not see progress
• Work to connect the concept with the
action (ongoing)
The Board has not yet seen the concept
against this action
Act
Enabling Communities and Te Oranga o  • Define what locally led, centrally
plans produced by the Transformation
specifically.
Te Whānau programmes is underway to
enabled means so this can be
Team nor the work to connect the concept
ensure kaimahi are alongside the
communicated with frontline
plan to the Enabling Communities and Te
journey to devolution to communities.
kaimahi (ongoing)
Oranga o te Whānau work programmes.
These programmes are leading our way
• Plan for engagement with the
forward by developing ways of working
communities this action is seeking
We do not have enough information to
alongside partners and communities,
to better serve (ongoing)
provide assurance on the work that
which central to the regional model
• Progress discussions with the
has progressed this quarter.
concept and wil  significantly influence
PSA about their involvement in
To gain a better understanding of the
what this action can deliver.
this action (ongoing)
progress toward achieving this action the
Information
• Work has commenced to develop a pilot
• Continue building connection with
Board would welcome engagement to:
structure for the new site model, which
key FDP actions to ensure drivers
• Learn more about the analysis which
includes capability upskil ing for leaders
of our future ways of working
has informed early thinking, scope and
and supervisors to improve performance
(such as Enabling Communities
direction of work;
and service delivery outcomes. Delivery
and Te Oranga o Te Whānau)
• See the engagement plan. Feedback
in Feb 2023 is contingent on funding
influence how this mahi develops
from staff and community organisations
being agreed.
(ongoing)
continue to emphasise a lack of clarity
as to what it means to be ‘locally-led,
Official
• Work to finalise the scope, outcomes
Mapping and management of
centrally-enabled', and how this wil  be
and delivery plan for this action is key
interdependencies with other
achieved;
one the newly appointed DCE Service
initiatives [e.g., Enabling
• Understand how the changes to provider
Delivery commences work as they are
Communities, Te Oranga o Te
funding, and the impact on the sector,
the primary owner of this mahi.
Whānau, Tamariki and Whānau
are being responded to through the
Delays this quarter: Temporary DCE
Participation approach, Partnering
locally-led, regionally enabled operating
Under
Service Delivery: the decision document for  Strategy, Investment Strategy and
model.
the new Te Riu structure indicated DCE
Workforce Strategy (see Action 2.5)]
Service Delivery as the owner of this action
wil  occur on an ongoing basis. Work
• As in our comments for 1.3 above, the
who wil  comment employed in September.
to deliver Actions 1.3 and 1.5 wil
board is also unsure of the role of other
Chal enge/s to future delivery: Requires
enable and progress delivery on
local and large sized service delivery
consultation with local leaders, partners,
Actions 1.6 and 2.3.
agencies in supporting this work
and iwi to ensure decisions are not
programme, including the role of the
disconnected from these communities and
Regional Public Service Commissioners
whānau. We have made connection with
who have a convening and financial
Released
those leading on action 1.8 to ensure our
accountability function within Te Kawa
planning includes appropriate tamariki and
Mataaho. Therefore, it would be helpful
whānau participation. Al  of these are
also to have an understanding of how
currently manageable
regional boundaries may align with the
regional service structures of other
government agencies.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.6
Ensure the operating
See FDP 1.6, 11
By end of October 2022, we wil
The Board has been loosely briefed  Potential to align with overarching
1.3
The Board
model allows the
Not yet progressed
have a clear owner for this mahi ,
that some action has been taken to
recommendation 1 with respect to
1.5
is concerned that
agency to invest
• This action is dependent on the
who wil  be accountable for leading
support a partnering strategy, but
enabling upstream prevention.
1.6
one year on from
more resources and
core sub strategies for Oranga
this action.
we have not been privy to a
Phase
Te Kahu Aroha this
staff into early
Tamariki, namely:
detailed update on this strategy.
work has stil  not
support
o Partnering
The owner wil  then work to agree
We understand that there has been
progressed,
o Investment
scope and outcomes for this action.  no progress against an investment
and critical
o Workforce Strategies.
Work on this action further to define  strategy.
investment
1982
• The outcomes within these
scope and outcomes is dependent
decisions are
strategies wil  influence the
on the delivery of core sub
We are unsure how the scale of
being made
direction this action takes. This
strategies, as indicated (ongoing)
work underway to deliver the
without the value
Act
action is contingent with, and is
Enabling Communities work
of a partnership or
an input for, action 1.5. It wil  be
programme can progress in the
investment
closely connected to actions 2.3
absence of these strategies.
strategy
and 3.2
The Board holds some concern
that disruptions in the social sector
Delays this quarter:
will have unintended consequences
• The Strategy on a Page has
that are contrary to the intent of this
been delivered by Oranga
action.
Tamariki. The core sub
strategies, which hang off our
We would like a detailed
strategy, are yet to be
presentation on work to progress
Information
developed and are key
Action 1.5, the changes to provider
dependencies for work to begin
funding, and investment in the
on this action but we expect
enabling communities
these wil  be resolved soon
programme, to be able to provide
comment on this action.
Chal enge to future delivery:
The Board has flagged its concerns
• Continued dependencies as
about the process of engagement
mentioned above.
with the sector, and that Oranga
Official Tamariki has not given the sector
the opportunity to input into the new
way of working.
We recognise that this is new
territory for Oranga Tamariki.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.7
Through a fit-for-
In progress
Pilots
The Board accepts that a decision has
Residence Report,
1.7
Tieke
purpose transition
• Commencing in Tāmaki Makaurau and  been made to close the care and
noting that the report
4.7
We feel this work risks
plan, close our
Timeframe to deliver: June 2023
Te Tai Tonga with Te Oranga o Te
protection residences.
stressed the
focusing on the future
current care and
A hui was held on 14 July with kaimahi
Whānau partners. Pilots wil  test
importance of more
at the expense of
protection
across Service Delivery and enabling
responsiveness to Partner-led
While understanding that the care and
options for
adequate
residences and
functions. The work to create
Integrated Care Models and help
protection residences are not ideal
residential care
consideration of the
replace them with
alternatives to care and protection
partners to this change (ongoing).
environments, we are concerned with
rather than focusing
existing needs of
a model that
residences now sits within the Te
aspects of this decision:
on closing current
tamariki and rangatahi.
1982
enables tailored
Oranga o te Whānau portfolio. There
Alternatives to Care and Protection
• We are concerned about the lack of
limited options.
We need to see clear
care for tamariki
are many connections between the
Residences
focus or planning to mitigate the
evidence that the
with high and
work within Te Oranga o Te Whānau
A paper is being prepared for Te Riu
challenges that exist now, in the
impact for tamariki and
Act
complex needs.
and the development of alternatives to
(Sep 2022) on:
present.
rangatahi is actively
our care and protection residences.
• The joined-up care models of our
• It does not cater to the disparate and
monitored to check for
Within Te Oranga o Te Whānau, the
partners that accommodate the
complex needs of tamariki and
unintended
priority is a deliberate shift to ‘Integrated
diverse needs of tamariki, including
rangatahi who are referred to care
consequences and
Care models’ developed by Te Oranga
those that may need placement in care
and protection residences. To date,
impacts. While we
o Te Whānau partners. This is because
and protection residences.
Oranga Tamariki has been unable to
understand that there
partners’ models represent integrated
• The range of placement options to
provide a clear definition of high and
is a strong degree of
care across the care continuum and life
cater to the needs of tamariki and
complex needs. A clear definition is
external pressure to
course of tamariki, including transitions
rangatahi.
crucial to ensure that comprehensive
close care and
and supports that would normally be
planning can be undertaken to give
protection residences,
available for placements that might
• Proposed timeframes for the following
effect to this action.
we stress this action is
Information
have gone to our care and protection
workstreams to create alternatives to
about having a fit-for-
residences.
the Care and Protection residences:
• There are currently no clear
purpose transition
• Tamariki and Whānau;
timeframes for when care and
plan. The Board has
Chal enges to future delivery:
1. Partners;
protection residences wil  close. While
not seen the plan or
• Current placement decision making,
2. People (Planning, Change,
we understand the intent is to
specific evidence that it
including placements into our care
Consultation);
progress quickly, work to replace care
is yet being developed.
and protection residences, sits with
3. Property;
and protection residences with
Oranga Tamariki and Oranga
Official
4. Regulatory;
smaller specialist care homes
Tamariki is largely reliant on its own
5. Communications; and
involves a significant amount of
intelligence in making those
6. Engagement.
capacity and capability building for
decisions.
• Interim, medium, and long-term
new providers and may not be able to
• Decision making from the partners’
implementation planning to be done in
match the pace of closure.
perspective has a focus on the life
consultation with tamariki, whānau and  • We believe that the grievance
Under
journey of tamariki and whānau and
partners under new partner Care
process should be considered for the
aspirations for their future trajectory.
Models.
model to replace residences now,
This is a different way of looking at
• The need to prioritise partner
before they are in place.
tamariki rather than thinking about
consultation across Oranga Tamariki
different service lines. Hapū, iwi and
functions to assist with the future
The Board lacks clarity on the progress
Māori partners have the benefit of
trajectory.
and scope of the pilot in Tamariki
whakapapa knowledge and people
Makaurau and the progress of work in Te
and service networks, that they bring
Enabling functions are contributing to the  Tai Tonga. We look forward to receiving
to placement decision-making.
planning and advice to Te Riu which is
more information.
intended to outline the plan and seek
Released agreement to progress.
We note we have not been updated on
the plans on the new YJ builds, which
• In collaboration with the Policy team, a
have been shared with us previously,
paper wil  be drafted for Joint Ministers
and query whether this means the plans
outlining the intended approach to
for new builds have slowed down. We
various Capital projects. This wil  be
look forward to an update on the
available before the next quarterly
community homes.
report (Nov 2022).

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
1.8
Place the voices of  In progress
Workstream 1: Strengthen existing
The Board is encouraged to see progress  Potential to align
1.4
Korimako
tamariki and
Timeframe to deliver: June 2023
participation practice and processes
against this action. We received an
with
1.5
A core purpose of
rangatahi at the
• Test resources for kaimahi to support
overview of the intent of each workstream  overarching
the legislation is to
centre of decision-
Strengthening voice and participation
tamariki and whānau participation in
and look forward to seeing how these
recommendation 2
support whānau
making at all levels  of tamariki
Practice Approach trials. These wil
translate practically.
with respect to
decision-making,
and support
• The programme consists of four
aid wider roll out (Sep-Oct 2022).
ensuring that social
and to support
tamariki and
workstreams and was approved by the  • Complete Youth Advisory Group video  The Board thinks that surveys are only
workers have the
tamariki and
whānau to
Organisational Blueprint Joint Steering
advocating for tamariki participation.
one mechanism to hear and reflect the
capability and
rangatahi to voice
1982
participate in and
Committee.
This wil  be promoted on the Practice
voices of tamariki, rangatahi, whānau and  capacity to deliver
their needs, wants
be central to
Youth Advisory Group
Centre (Nov 2022)
caregivers, and that this can limit
effective support, as
and aspirations.
decision-making.
• Met with Minister Wil iams to request
participation. We feel there could be
well as
There are
Act
eligibility for transition support services  Workstream 2 : Ensure tamariki and
more channels and opportunities to
recommendation 5
opportunities that
to be extended. Minister Wil iams has
whānau participation and influence in
reflect the voices of tamariki, rangatahi,
re ensuring the
exist explicitly
asked to meet with the group again in
FDP change initiatives
whānau.
voice of tamariki
through the intake
September to discuss further.
• Test dashboard of FDP initiatives as a
We understand that the term of the
and rangatahi are at
and assessment
• Met with the deputy chief executives
way of evidencing decision-making
current Youth Advisory Group wil  end in
the centre of all
process and
to give advice on the organisation’s
that reflects tamariki and whānau
September. We encourage Oranga
planning and
FGCs.
response to Royal Commission
voices (Oct 2022).
Tamariki to revisit options to ensure the
delivery.
We see none of
findings.
Workstream 3: Determine critical
continuity of advocacy until the new
this reflected in the
Review of tamariki and whānau views
elements of future state participatory
group is appointed.
programme of
on participation.
models
To show that the voices of tamariki and
work and we think
• Work has been completed. The
• Gather insights from existing initiatives  rangatahi are valued, it is important that
that there is a lot
Information
insights have been shared with
that support whānau-led decision-
they are reflected in continuous
that could be said
practice programme leaders and are
making (Nov 2022). Findings wil
enhancement of practice, and in the
on this that is not
informing development of practice
inform next steps for the development
agency’s responsiveness to the needs
being recognised.
tools, professional learning and
of future state participatory models.
and aspirations of tamariki and
induction and practice design.
Workstream 4: Gather and share
insights to support understanding of
rangatahi.
Te Tohu o te Ora
tamariki and whānau perspectives
It is clear that a lot of work has been done
• Survey delivered in ten regions. End
Official
Surveys
and good progress made to commence
date extended by three weeks to 12
• Te Tohu o te Ora: site, region and
activity that wil  address the first part of
August to increase participation. As of
national results available from
the action. We lack clarity on how this
10 Aug, 653 tamariki and rangatahi
September.
work achieves the second part to support
have taken part.
• Whānau Experiences: Results
tamariki and whānau decision-making.
Whānau experiences survey
available from September.
In our work programme, the Board has
Under
• As of 26 July, there were 29
• Voices of rainbow tamariki and
reinvigorated the existing relationship
completed responses (35% response
rangatahi results from December.
with Te Rōpū Pūmanawa; this rōpu
rate). It wil  remain open until 12
• Caregiver survey: questions about
consists of five rangatahi with a range of
August.
caregiver experiences of supporting
tamariki participation wil  be included
different experiences in the care and
Delays this quarter:
in final survey for 2022
protection system. To date, we have
• Te Tohu o te Ora was extended by
Review of tamariki and whānau views on
updated their terms of reference and
three weeks to allow more time for
participation
extended it to the end of 2022. Te Rōpū
staff to offer the survey to tamariki.
• Further engagement to share findings,
Pūmanawa wil  provide their own view to
us as a Board of the progress they see
Chal enge to future delivery:
including Pacific team, regional
on the FDP and actions against Te Kahu
Released
• Low participation rate for Te Tohu o te
practice leads, FGC coordinators.
Aroha.
Ora compromises ability for findings to  Youth Advisory Group
drive change at all levels.
• Further input to Residential Care and
• This action is dependent on
Other Matters Amendment Bil ;
operational, practice and change
• Review advisory group model for
initiatives valuing tamariki and whānau
2023-24 group.
voice and participation.

Board high-level assurance sum IN
m -
arC
y ONFIDENCE
TE KAHU ARIKI
The Board acknowledges the promising planning toward a better future state for Kaimahi Ora, but continues to await detail  PEO
on how P
t LE
he c A
ur ND
rent  CUL
pressiTURE
ng needs
Oranga Tamariki’s focus for the next 18 months  to improve kaimahi ora wil  be met. While other programmes of work are underway across the FDP to address immediate pressures, there is a risk that these
: Improving the organisation’s cultural capability, build the Kamahi Ora Strategy,
systemic issues wil  persist if solutions are not reflected in the kaimahi ora programme. We continue to await progress with development of the resource
make available key supports for front-line staff for their wellbeing, while also
allocation model, and are unclear whether this action is only in reference to workload complexity and caseload measurement, or fiscal and people resource
beginning to develop the Workforce Strategy (both internal and wider sector) and
and asset management and allocation. We are confident that Te Hāpai Ō is comprehensive and that this work is progressing well, and is the workforce
embedding positive and safe workplace model standards and culture across the
strategy, while recognising it needs more time to fully develop. We would like to see progress over the next quarter include an expansion from the current
organisation
internal focus.of the workforce strategy.
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
2.1
Develop a
In progress
• Confirmation of Advisory Board
The Kaimahi Ora work programme is a
Potentially aligns with
2.2
Kākā
Kaimahi Ora
Timeframe to deliver: June 2023.
and Reference Group
key deliverable of Te Rautaki Hauora,
intent of overarching
2.3
strategy for al
Long term work 2 to 4 years (end 2025)
membership, scheduling of
Haumaru me te Oranga.
recommendation
2.4
The Board
1982
staff, supporting
ongoing hui (September).
2, and specifically
recognises the
staff to have work  • Completed the Kaimahi Ora
We acknowledge this programme of
with recommendations
work completed
life balance and
Programme Plan v1,  detailing planned  • Kōrero Mai survey including
work is to ensure the wellbeing and
12 – Improve induction,
this quarter.
Act
provide regular
outputs Quarterly through to end of
wellbeing questions (September
safety of Oranga Tamariki kaimahi. We
training and professional
opportunity to
FY22/23, and yearly through
2022)
also understand that not all parts of the
development;
We expect that in
debrief following
Programme Years 2 and 3.This
• Refresh current Te Pae wellbeing
strategy can be implemented
13 - Ensure social
the next quarter
traumatic events
plan sets out how kaimahi wil  be
content (September 2022).
immediately. We have been briefed on
workers have the capacity
the strategy wil
and manage the
represented in the development of
other programmes of work that that are
and capability for both
deliver meaningful
cumulative
Programme outputs, through a Design
• Completion of the Psychological
underway to address immediate
case and reflective
and practical
impacts of their
Advisory Board and Kaimahi
Support Framework (December
pressures.
supervision; and
support for
work.
Reference Group. This group wil  be
2022)
established following Te Riu
14 – Lift training in
kaimahi.
endorsement.
• Finalise selection criteria for
The Board again signals that it is
legislative parameters.
• [Stakeholder engagements to clarify
provider of Psych 1st Aid.
concerned for the well-being and safety
Kaimahi Ora as a work programme
Completion of provider
particularly of Oranga Tamariki front-
Information
within Te Rautaki Hauora, Haumaru
procurement, determination
line staff. The Board’s view is that the
me te Oranga, the Health, Safety and
trainees, training content and
Kaimahi Strategy needs to be more
Wellbeing Strategy 2025.
schedule (December 2022).
advanced and responsive particularly to
• Continued Engagement with various
• Production of Programme:
the well-being and safety particularly of
Oranga Tamariki groups.
front-line kaimahi.
• Completed analysis on kaimahi
• Benefits Management Plan
experiences with the current Critical
(September 2022)
We support the utilisation of the Design
Official
Incident Support Service provided by
• Assurance Plan (October 2022)
Advisory Board and Kaimahi Reference
Benestar. ]
Group to provide channels for
• Identified and recorded causal factors
• Change Implementation Plan
consultation and engagement with
of poor psychological health, input
(December 2022)
kaimahi. Board engagements verify that
these into the draft Psychological
kaimahi have solid views on the
Support Framework which is under
The Change Implementation Plan wil
strategies that would assist them in
Under
development.
describe how Kaimahi Ora wil  be
their work e.g. ensuring supervisors
• Reviewed incidences of Occupational
brought to the awareness of all
have the time capacity to provide
Violence and Aggression, as causal for  Oranga Tamariki kaimahi and ensure
quality supervision and a process that
vicarious trauma and poor mental
every kaimahi is brought on the
enables staff to debrief during and after
health.
journey, leading to proactive care for
stressful and traumatic events which
• Identified providers of Psychological
mental health and wellbeing.
are from time to time part of the child
First Aid, began development of
protection context.
provider selection criteria.
Chal enges to future delivery:
Released
• External expertise in the area of
Psychological Support requires
commercial agreement, which in turn
requires funding commitment.
Extended delay in funding approval (>1
month) wil  lead to Programme delay.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
āi
0-6 month activities (September 2021 – March 2022)
2.2
Implement the
In progress
• Essential Leaders Conversations
In line with our recent report on disability
Not directly associated  2.1
Korimako
public services
Timeframe to deliver: June 2023.
quarterly schedule launched in
matters, we expect to see a focus on
with any specific Te
2.3
Positive and Safe
Longer-term deliverables due end of
August with spaces fil ing up fast.
disability rights within implementation of
Kahu Aroha
2.4
Workplace model.
2025
Sessions include: Kaimahi Ora, The
the Positive and Safe Workplace model.
recommendation.
Providing Strong Leadership
Anatomy of Trust, Giving and
• Defined themes from focus groups
Receiving Feedback, Communicating  Overall, while results are not yet
last quarter and strawman concept
with Impact, and Leading Change
available this action appears to be on 1982
has emerged. Need to socialise and
and Transition (ongoing)
track otherwise and should not detract
gain contribution from Te Riu before
from areas of higher priority in the
socialising with whole organisation.
• Employee led networks hub to be
Future Direction Plan.
launched on 22 August. There are 15
Act
• Work on the Leadership
networks currently confirmed that
Development Framework has
cover four groups, namely: Māori,
commenced
Pacific, Diversity, Inclusion & Equity,
Fostering Good Working Relationships:
and Data and Research networks
• Wider communications around this
(August 2022).
work has been created to provide
• Commencing the Rainbow
feedback on relevant activities
Certification/Pride Pledge process
including core and common schedule
(August 2022).
to increase participation in
compulsory core and common
• Kōrero Mai survey tool go live date is  Information
learning
29 August 2022 (August 2022)
• Te Tohu Huataki employee
• Delivering Unconscious Bias Pilot
recognition programme was held in
Training (October 2022).
June with individual and group
• Pacific mentoring proposal to
awards across 8 categories.
address the need of Pacific
• Al  of Organisation Induction
representation in leadership and
underway with integration of Positive
account the nuances of Pacific
Official
and Safe Workplace Practices
leadership/different needs of various
(PSWP) messaging.
Pacific cultures (October/November
2022).
Trusted Policies & Processes:
• DRAFT Employee led networks
• Reviewing the internal flagship
policy has been created wil  be going
programme Leading the Oranga
Under
to Te Riu with a noting paper late
Tamariki way (LOTW) commencing
August.
(November 2022).
• Updated recruitment policy submitted  • Delivering the New People Leader &
to Te Riu for review in July. Amended
Leader of Leader Pilot Programmes
version for sign off in August
(October/November 2022).
Delays this quarter:
• Custom fit for purpose leadership
• Leadership development framework
development offerings for Māori and
portfolio lost momentum with the loss
Pacific Leaders (February 2023).
of last Organisational Development
• Building the Leadership Development
Released
(OD) Manager. Project now back on
Framework expected completion
track.
(June 2023).
• Focus group attendance was low,
and one session was cancelled due
to no shows.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
2.3
Develop a model to
• This action point covers or has
• Confirm an appropriate owner for
The ownership and scope of this
Potentially aligns with overarching
1.3
inform allocation and
connections to a number of
this action point and confirm scope  action to date has been unclear.
recommendations 1 and 3 re
1.5
resourcing decisions
other action points across the
across the FDP (October 2022).
It appears no tangible progress
ensuring investment in
2.3
at regional and
FDP.
• The work within the Te Oranga o
has been made while clarification  communities and adequate
5.1
national level.
• The pilots within Te Oranga o te
Te Whānau Portfolio will
of ownership has been awaited.
resourcing, as well as overarching
5.4
1982
Whānau (which now also
incorporate a holistic approach
recommendation 2 with respect to
include Track 1 from the
that wil  integrate Oranga Tamariki  The Board is curious about the
ensuring the workforce is matched
Phase 2
Enabling Communities
functions with our partners’ full
intention of this action, and the
to deliver to the needs of the
programme of work) wil  provide
care models (ongoing).
reference to specific resource
community
Act
the ideal opportunity to check
and allocation to inform more
• As work on Action 2.3 progresses,
the coordination of our
sophisticated workload
it wil  support and inform actions
functions, models and
management or, more broadly,
1.3 and 1.5 (among others) and
resourcing in response to the
fiscal resources and assets.
further updates wil  be provided in
joined up and integrated care
future reports
models with partners.
In either case, the work
undertaken could be crucial for
• Ongoing work within the
other programmes of work
Whiti/EDAP programme wil
including the Workforce
support this action by bringing
Development Strategy, Te
all necessary data for modelling
Oranga o te Whānau, Partnering
into one place and providing a
and Investment strategies, and
Information
toolset for modelling.
the Kaimahi Ora work
programme. The Board feels that
an indication of ownership and a
plan to progress against this is
needed.
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
2.4
Develop for all staff,
Completed
• Launch Te Hāpai Ō resources
The Board is encouraged by the
General alignment with overarching  2.1
Kiwi
in conjunction with
Timeframe to deliver: June 2022
on MyLearn to support cultural
ongoing progress of this action. We  recommendation 2 in its focus on
The programme
the three whare
capability (September 2022).
are hearing that it is exceeding
ensuring a workforce fit for the
has progressed
wānanga, a suite of
participants' expectations. We
needs of tamariki, rangatahi, and
well to
appropriate cultural
• There wil  be ongoing delivery
• Release results of Te Hāpai Ō
understand it is a comprehensive
their whānau.
date. However, we
competency
and monitoring and
cultural capability baseline
programme, bit would appreciate
are unsure what
1982
programmes, to
considerations for cohort 2.
survey (September 2022)
more information for the next
'considerations for
ensure staff can
• Design of a training programme
• Develop MEL (monitoring,
quarter as to how it incorporates
cohort 2' means
engage with whānau
co-designed by the 3 wānanga
evaluation and learning)
intersectionality with Whaikaha
and what the
and wider
is complete.
evaluation tools (September
Maori, as with other important
reference to a lack
Act
communities in
2022 delayed from May).
intersections.
of resourcing is
culturally responsive
• Delivery is stil  underway with
signaling. We will
ways.
the first cohort of 500 staff:
• Develop Te Reo Māori strategy
In addition to the three wānanga,
be concerned if
• Tū Māia training programme
(December 2022 delayed from
this programme of work has made
this means delays
started on 18 May 2022 with 4
Q1 FY2022/23)
resources available to all staff. The
to Tu Maia
induction webinars. As at end of
• Develop Māori Language Plan
learning outcomes of Tū Māia are
proceeding for
July, Tū Māia is in week 11 of a
(December 2022).
important for the organisation's
cohorts 2 and 3.
25 week training programme.
• Planning to deliver the 2nd and
ability to address historical system
We look forward to
• Te Hāpai Ō Baseline survey
3rd Tū Māia intakes. Potential
inadequacies and achieve the
the insights from
released to staff; 54% of staff
Intake 2 in March 2023 and
intent and expectation of the
the evaluation of
Information
have responded.
Intake 3 in October 2023.
Oranga Tamariki Act.
the programme
and we wil  keep a
• Ongoing refinement and delivery  We understand the first cohort of
watchful brief.
Delays this quarter:
of Tū Māia training and Te
500 staff that participated in the Tū
Hāpai Ō resources (June 2023).
Māia cultural capability training wil
• Lack of resourcing is causing
be completing their training soon.
delays to progressing Te Hāpai
Ō approach.
Oranga Tamariki has noted that
Official cohorts 2 and 3 may no longer
progress within the expected
timeframes. Whilst this will be
disappointing for kaimahi intending
to go on the course over the
coming months, the Board
Under
understands the impact of the fiscal
restraints Oranga Tamariki is
operating within.
The Board is aware of the high
proportion of Oranga Tamariki
kaimahi  that are yet to participate
in Te Hāpai Ō in order for Oranga
Tamariki to achieve the cultural
capability shift required to achieve
Released
the intent of this action. An
indication of when this wil  be
recommencing would be
appreciated by the Board.
Meanwhile, we look forward to
hearing more in the next
quarter about the baseline survey
results, evaluation framework, and
the Te Reo Māori Plan, as well as
feedback from kaimahi who

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.5
Develop a workforce
In progress
• Finalise communications and
The Board has recently received a
Potential to align with
Korimako
strategy that wil
Timeframe to deliver: June 2024
engagement plan (Sep 2022).
presentation on the Workforce
overarching
support high-quality
Strategy.
recommendation 2 with
We acknowledge
social work, which
• Internal cross functional workgroup
• Alignment of programme to the
clarifying the purpose of
that work is
wil  include (2.5a-d):
established - includes members
recently developed Oranga
with frontline operational expertise,
Tamariki Strategy on a Page (Aug
There is a strong social work voice
Oranga Tamariki,
continuing to
organisational strategy and policy,
2022).
present on the project team. There are
including who the
progress for the
human resources.
clear timeframes and milestones to
organisation exists to
workforce strategy
• Wall Walk developed and delivered
achieve the objectives.
serve, strengthening
and we are
1982
• High level framework for workforce
to key stakeholders to socialise the
professionalism and
confident this will
strategy development completed,
key insights gathered to date, future  The Board has heard from Oranga
voice for social work,
continue over the
stakeholder engagement plan
workforce ideas (Aug – Oct 2022).
Tamariki that they have met with the
lifting capacity and
coming quarters.
Act
begun.
• Articulation of future state (Oct
SWRB. We understand that future
capability for
We recognise it
• Seven workstreams determined,
2022).
engagements are planned and these
supervision, induction,
needs more time to
specifically focussing on the role of
will be more in-depth. We look forward
training, professional
fully develop and
a Social Worker and supporting
• Deep dive into high and complex
to the update.
development and
we would like to
roles (Oranga Tamariki
needs within the residence
building a workforce fit
see this include an
perspective), and social worker
environment (Sep – Oct 2022).
We note we would also expect
for purpose for the
expansion from
career pathways.
• Draft internal workforce strategy
consideration of how the Regional
needs of tamariki,
the current internal
Disability Advisor roles are being
rangatahi, whānau and
focus.
• Engagement with multiple
(longer term) provided to Chief
grown and supported to enhance the
the community.
stakeholders across multiple
Executive for comment (October
whole workforce understanding of
We look forward to
functions within Oranga Tamariki to
2022).
delivering high quality social work and
reviewing the
Information
understand the inter dependencies
support for all tamariki and rangatahi
outcomes of the
and links the Workforce Strategy
under the care of Oranga Tamariki.
'deep dive' into
wil  have with other programmes
high and complex
and projects occurring.
The Board stresses that in the
needs within the
• Continued engagement with
development of the workforce stream
residence
multiple stakeholders across
that a public safety lens is applied over
environment.
multiple functions within Oranga
all parts of this work.
Official
Tamariki to understand the inter-
dependencies and links with the
Workforce Strategy wil  have with
other programmes and projects
occurring. Particularly the
Partnering Strategy, Enabling
Under
Communities to inform our thinking
on strategies that wil  be driven by
community needs.
• Visioning hui conducted on what
future workforce may need to be to
meet the organisation shift.
• Communication and engagement
plans underway. Released
• Development of internal Wall Walk
material.
Chal enges to future delivery:
• Development of strategy is
dependent on the development of
organisational plans and strategies
to be completed as these wil  inform
and evolve this programme e.g.
partnering and enabling
communities.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
a)
Clarifying the role
Clear understanding of the current
• Continued understanding of
The focus remains on Oranga
May align with respect to clarifying
Kākā
of Oranga
state for the Social Worker role within
aligned allied professional roles
Tamariki social workers and the
the purpose of Oranga Tamariki,
Tamariki social
Oranga Tamariki conducted and wil
supporting the Social Worker
allied professional workforce.
and overarching recommendation 3
workers, and other
be used when identifying the gaps
role to be completed. (Sep
We look forward to
in relation to the role of Oranga
professionals;
with future state.
2022).
receiving further updates on the
Tamariki within the broader
• Clear articulation of roles
progress of work to understand
government ecosystem.
required in the future to be
the workforce requirements that wil
1982
developed. (Oct 2022).
ensure a seamless transition to
This purpose does not align with
enabled communities.
overarching recommendation 2
with regards to clarify the purpose
of Oranga Tamariki.
Act
b)
Working alongside
See FDP 2.5(B), p17
• Memo for Chief Executive wil
We understand that SWRB and
Potentially aligns with overarching
Kiwi
the SWRB and
Relationship established with SWRB
be co-developed with SWRB on
ANZASW provide input into this
recommendation 2 with relation to
ANZASW to
and Aotearoa Association of Social
what support options for the
work.
clarifying the purpose of Oranga
continue to build
Workers (ANZASW). Focus to work
SWRB to assist in sector
Tamariki, and recommendations 12
the social work
closely with these organisations on
workforce development and
The Board looks forward to the
and 13 with respect to improving
workforce
what is developed for Oranga
cross agency workgroup
progressing the
induction, training, personal
Tamariki and share learnings that can
(August 2022)
collaborative working relationship
development, and capability and
contribute to a Sector Wide
with ANZASW and  SWRB.
capacity for supervision.
Workforce Strategy which is being led  • Discussion and implementation
by SWRB.
of recommendations to occur (if
• Regular meetings established.
applicable).(September 2022)
Information
• TOR developed with SWRB and
Chal enges to future delivery:
ANSASW detailing scope and
• Resource and capacity for both the
responsibilities of each agency
SWRB and ANZASW to contribute
on the delivery of the Sector
to this mahi.
Workforce Strategy (these need
• As lead agency, SWRB progress
to be determined and
on the sector social services
articulated). (October 2022).
Official
workforce strategy wil  keep our
focus on internal at this stage.
c)
Identifying the
See FDP 2.5(C), p17
• Further understanding of the five  Within the project team, there is
Potential to align with
EC
Korimako
workforce needs of  Workforce Strategy Programme team
priority regions and their project
evidence of good representation
recommendation 7 re engagement
the community,
members have established
plans to implement, be locked
across the different areas of
for community planning as this
regions and site
connections with key project leads
step with them in the workforce
Oranga Tamariki. Going forward, it
should include consideration of
Under
within Oranga Tamariki to ensure our
strategy that wil  need to be
is vital that the key voices of
workforce needs for the
programme is aligned to the.
developed (August 2022 -
the Social Work and NGO Social
community.
Partnering Strategy
October 2022).
Sector have the opportunity to have
• Initial engagement with
input into the planning of a future
programme team on the five
• Further understanding on all
sector.
priority regions and support
regions and their readiness for
needed.
devolution to be established.
(August 2022 -October 2022).
The Board looks forward to a well-
developed workforce strategy that
Chal enges to future delivery:
wil  over time underpin a
Released
• Awaiting outcomes from other
sustainable and enduring response
streams to inform our programme.
to individuals and communities
• Ability to know what information
that require support and
can be shared with our external
assistance.
partners.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
d)
Training, career
See FDP 2.5(D), p17
• Engagement with Professional
The Board’s patience is being
Potential to align with
2.1
Kākā
progression
Development team and
tested with the lack of progress for
recommendations:
While the Board
pathways, leadership
• Participating in the Earn as you
understanding of how the
this action, particularly regarding
12 - improving induction, training
acknowledges that
and professional
Learn programme led out by
Workforce Strategy Programme
the delay in providing quality and
and personal development;
there is a level
development and
Employment, Education and
can inform and enable their
timely training for frontline staff.
13 - capability and capacity of
of activity reported
workforce planning.
Training board and supported
projects and programmes in
supervisors;
this quarter,
discussions on Earn as you
development. (August 2022
To reiterate this is crucial for:
14 – ensure training for legislative
we remain
Learn programmes for
September 2022).
statutory induction training;
requirements and parameters.
concerned that this
1982
developing more opportunities
undertaking assessments; social
is not translating to
for new social skil ed people into  • Look at opportunities where
work and the law; case notes and
the prioritisation
the sector.
critical programs, such as
supervision, management 101,
writing reasoned reports and court
of training and
Act
• Established relationship with
can be fast tracked (October
documents; and supervision
professional
core functions who are
2022 November 2022).
training.
development which
responsible for delivering
we have been
professional development for
There is a persistent disconnect
calling for since Te
kaimahi (Professional
and understanding between what
Kahu Aroha was
Development Team).
the FDP project lead briefings to
released.
the Board on, compared with what
the Board is told through
Chal enges to future delivery:
engagement with frontline staff.
• Outcomes for this stream are
delivered by another area of the
The plan for front-line staff
Information
organisation.
development needs to be a feature
• Need to get closely aligned with
for the Quarter 4 report.
the Professional Development
team in ensuring learning and
development programs being
developed for social workers
and supervisors are aligned with
Official
future direction.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.6
Invest in the
The Professional Development workplan
Learning Infrastructure
The Board looks forward to a full briefing
Potential to align
1.1
There has been no
capability of leaders  to respond to this action includes the
• Develop a Learning Approach, in
on this action for the next quarter. We note
with
1.3
progress towards
(especially frontline
following areas:
partnership with key stakeholders,
that there is a lot of work reported here by
recommendation
1.5
this action within
leaders) to ensure
that Oranga Tamariki can use to
Oranga Tamariki. However, currently do
13 with respect to
1.6
the forecasted
shifts to practice
1. Build the learning infrastructure that
describe how to support the
not have enough detail to provide
capacity, and time,
1.8
timeframes of the
and culture take
preferences Ako Māori and delivers
workforce to build their skil s and
assurance.
space, and priority
2.6
Future Direction
place that support a
transformational learning solutions to
capabilities to deliver a quality
for supervision.
4.1
Plan.
locally-led,
ensure shifts in culture and practice
service informed by the practice
Also potentially
4.3
1982
centrally-enabled
take place.
approach. First proposal for Te Riu
recommendation
4.8
The Board does
way of working and
2. Deliver the Leading Practice program
consideration (November 2022).
17, to reclaim the
Phase 2
not have enough
that support
for new and emerging Supervisors
• Build a capability framework to
intent behind
information to
Act
tamariki and
and Team Leaders of social workers
scaffold learning for social workers
Family Group
provide assurance
whānau to
that is informed by the Practice
across 100 and 200 level, and 300
Conferences to
on this action at
participate and be
Approach. For efficiency purposes
level for supervisors, team leaders,
empower whānau
this time.
central in decision
we are combining our efforts and
and practice leaders. Final draft to
decision making.
making.
resources to concurrently rebuild the
be presented to JSC for approval
Puāwai foundational learning
(September 2022)
program for new social workers.
• Build a Recognition Framework that
3. Tertiary Offering Sponsor a further
offers accredited pathways including
20 places in the 2023 post graduate
micro credentialling..
bi cultural professional supervision
• Develop a learning system including
kaitiakitanga program with Te
program delivery, systems support,  Information
Wānanga o Aotearoa following the
and workplace applied learning in
successful graduation of 19/21
partnership with key stakeholders
Oranga Tamariki in the 2022 12-
including frontline leadership. A
month program. The 2023 group wil
system that wil  inform assessment
target supervisors, practice leaders,
and completion of learning
and team leaders across care and
outcomes to become accredited
protection, YJ, Care Services,
(ongoing).
Official
Adoptions, and residences. The
• Upgrade the MyLearn/ Learning
program wil  be managed by
Management System (LMS)
Professional Development and
platform to support the blended
supported by last year's graduate
learning experience of face to face,
group.
and online interactive capability. We
have created a dedicated MyLearn
Delays this quarter:
team lead by a LMS specialist to
Under
• COVID impacted across the
improve the platform that wil
Professional Development rōpū
support the development and
slowing our progress in this quarter,
delivery of our new learning
the impact wil  be better understood
programs including accreditation
over the next quarters work.
and linking to the SWRB
Chal enges to future delivery
competency logs for social workers
• Stakeholder wānanga wil  require
(ongoing).
getting the right leaders to the table to
have these conversations and reach a  Deliver Leading Practice and Puāwai
Released
shared agreement.
programs
1. At the content and curriculum
• Transformational learning solutions
development stage with wānanga
that are informed by the practice shift
scheduled across
and built on the principles of Ako
September/October/November
Māori is relatively new in Oranga
2022 with the following 4 groups.
Tamariki and relies on a partnered
2. Social Workers Registration Board
approach. Change fatigue remains an
(SWRB), Practice group, and
ongoing risk when implementing new
Professional Development wil
and different solutions into frontline
meet to strengthen our shared
practice
understanding of how to work

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.7
Establish trained
Not yet progressed
• •Meet with the FDP Programme
The Board notes the comment that
May align, to some extent, with the
2.5
There has been no
specialist caregiving
Timeframe to deliver: June 2023
team and Te Oranga o Te
“there is no clear resource, fiscal or  intent of overarching
progress towards
roles for our high and
Whanau to understand mahi in
people, to commence this
recommendation 1, and has
Phase 2
this action within
complex needs
• A comment in the previous
place that wil  support this work
programme of work”. The Board
potential to align with workforce
the forecasted
tamariki that
report indicated workforce
(November 2022).
acknowledges the risk Oranga
development.
timeframes of the
recognise the skills
strategy components need to be
Tamariki carries by not progressing
Future Direction
required to work with
completed first; however,
this action.
This action should be further
Plan.
our most vulnerable
caregiving is out of scope for
Note: there are synergies with Care
developed to address gaps
1982
tamariki and enable
workforce strategy, therefore is
Investment and Planning work,
To reiterate, the persistent theme
identified in the Board’s recent
The Board does
appropriate
not a precursor for this Action
however, the related workstream
from all levels of the organisation
report on Disability matters.
not have enough
remuneration and
Point.
within that mahi is presently on
as well as community providers is
information to
Act
ongoing development
hold.
the scarcity of specialized
provide assurance
and support to be
• Integration of Service Delivery
placements. This is particularly
on this action at
provided.
initiatives into the Te Oranga o
Te Whānau Portfolio to occur
pertinent.
this time.
soon; future work planned wil
support delivery of this Action
In our recently completed  report on
Point.
disability issues, we highlighted
the urgent need for specialist
placements and caregiving with the
Chal enges to future delivery:
skil s and knowledge to support
• There is no clear resource,
tamariki and rangatahi whaikaha,
fiscal or people, to commence
and their whāanau, parents, and
Information
this programme of work.
caregivers.
The Board expects an update with
progress on this action for Quarter
4.
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Oranga Tamariki’s focus for the next 18 months
Board high-level assurance summary
Over time, many of the services and supports for tamariki and their whānau
The Board notes the change in reporting style for this theme to align relevant actions against and across tracks one and two of
currently led by Oranga Tamariki will change. Māori and communities will lead
Enabling Communities in an integrated manner, and the significant evolution from the published actions under the FDP towards a
description and understanding that better reflects Te Kahu Aroha. The Board also understands that this is a very significant new
the  development,  design  and  delivery  of  solutions  that  meet  the  needs  of
direction for a government agency and wil  need to proceed at varying paces and in different ways, as befits the needs of tamariki
tamariki  and  whānau  in  their  communities.  Oranga  Tamariki’s  footprint  will
and rangatahi, Māori collectives, and community partners. The promised shift towards an outcomes-lens for this theme and for
reduce  allowing  its  social  worker  workforce  to  respond  to  those  who  need
the whole FDP over ‘activity busy ness’ is welcome as it wil  support the scale of change needed and the long-term horizon that
critical and immediate help.
must be steadily navigated towards. While it is pleasing to see progress with track one pilots, and with track two early mover
These changes require Oranga Tamariki to think very differently about its core
communities, this is a theme on which the Board expect to work closely with Oranga Tamariki, together with the ICF, so that we
operations,  who  it  partners  with  and  how  those  partnerships  with  Māori  and
can support the scale of change needed and so that it is enduring and sustainable into the future. We take this opportunity to
communities are funded. Enabling Communities through Tracks One and Two
suggest that the different approach being taken for this theme through the parallel Enabling Communities work programme
1982
are fundamental to delivering these shifts.
represents timely opportunity to update the FDP as a living document as and where it is evolving through building to delivery.
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Act
0-6 month activities (September 2021 – March 2022)
3.1
Work with iwi and
The Board is encouraged by the significant level of engagement
While still early in terms
1.3
community leaders
and activity to move purposefully toward working in collaboration
of design completion
1.5
and Regional Public
with iwi, hapū, and community. We would like to see the strategic  and delivery, this work is  1.6
Service
plans to partner and for investment however as it is difficult to
showing clear potential
1.7
Commissioners in
have confidence in reported activities when there is no strategic
to align with the intention  2.5
each region to
plan against which these can be mapped.
of Te Kahu Aroha, to
3.2
identify opportunities
support communities to
3.3
to co-design services
We see detail is forming and recognise that the path ahead wil
lead upstream
3.4
and co-locate with
be challenging for Oranga Tamariki as it learns how to deliver its
prevention, and
3.5
partners.
responsibilities in a partnered way. This is a reason why we
Information
have repeatedly stressed, both in Te Kahu Aroha and in our
recommendation 11 with  3.6
assurance reports, the need for an outcomes-lens to be
respect to developing a
applied. This can help the organisation navigate these
social work sector
challenges and stay true to course.
workforce strategy that
meets the needs of the
We are pleased to see a language and resource shift to
community also.
developing an outcomes approach and seek assurance that this
is being developed in alignment with this action and theme.
Official
We see the Regional Public Sector Commissioners as key
enablers of change in supporting the government system to
cohere at the regional level. They wil  be important for supporting
OTAP to deliver tangible change for tamariki, rangatahi, and their
whānau at the flax roots level.
Under In order to provide assurance, we need more information on:
• How the RSPCs are placed to lead the government system
regionally;
• What mechanisms exist to coordinate, weigh, and sequence
regionally escalated and nationally mandated priorities;
• How the strategy to partner wil  enable the progress against
this action.
Released

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
3.2
Greater investment in
The Board is encouraged by the progress of work with
Potential to align with
1.4
partners with a
the accelerated communities, and recognises the
overarching
1.6
particular focus on
reprioritisation of investment in early support led by
recommendation 1 in
3.1
early support.
regional leaders.
relation to prevention
3.5
At the same time, we have heard concerns as to the way focus, as well as
Oranga Tamariki has engaged with providers regarding
recommendation 4 to
1982
changes in funding, including that this has created
ring-fence funding for
mistrust and disruption among the social sector.
regional investment.
While understanding that the purpose of this change has
Act
been to support the intent of this action, the Board seeks
assurance that the decisions are based not only on the
organisations themselves, but also on the communities
engaging with the services.
We have been told that Oranga Tamariki is leaving in
place funding for Māori, Pasifika, and Whaikaha service
providers. However, we have concerns that funding
changes are driven solely by how service providers
identify and not also on the populations they serve.
The Board would like more information on the
prioritisation process for continued funding. We would
Information
also like to see the work to address any impacts for
tamariki, whānau, and caregivers as a result of changes
in provider funding.
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
3.3
Fundamentally shift
Work was done to include Track One from  • The pilots wil  provide the ideal
Engagements held recently have
The Board recognises
3.2
how we assess and
the Enabling Communities programme of
opportunity to check the
highlighted the progress to adopt a
the intent of the
4.6
respond to reports of
work into our pilots within Te Oranga o te
coordination of our functions in
shared approach to triaging reports
Enabling
concern with our
Whānau (Te Tai Tonga and Tāmaki
response to joined up and
of concerns and undertaking intake
Communities work
Phase 2
partner agencies to
Makaurau).
integrated care models with our
assessments jointly with
programme and
ensure collaborative
partners. At the same time we are
communities.
believe transformative
decision-making and
We have completed an initial stocktake
working with other Whānau Care
path that more closely
1982
support at the earliest
that highlights how many sites are actively
partners across the motu to begin
The Board would like to hear more
reflects the intentions
possible point.
working with Māori and communities
about the stock take of initiatives
across the following parts of our existing
broadening the reach of their care
with Māori collectives and
of Te Kahu Aroha.
operating model:
models. The Tāmaki Makaurau pilot
Act
includes a review of the approach
community groups that have been
This has potential to
• Triaging reports of concern (intake and
(by March 2023).
completed.
align with overarching
assessment)
• We want to be both responsible and
We have heard through our
recommendation 1 in
• Handing over hui a whānau
responsive by utilising every tool at
engagements that these approaches  relation to supporting
have, at times, been successful at
upstream prevention.
• Handing over FGC coordination. Once
our disposal and the skil s base we
mitigating escalation to a statutory
Otherwise, aligns to
this data from all sites is collated and
have in the organisation already, to
response and the risk of harm to
some extent with
reviewed, we wil  be better able to
support the change shift by Oranga
tamariki and whānau increasing.
recommendation 16
identify and implement improvements
Tamariki and sustainability for
with respect to the
that assist Oranga Tamariki to become
partners, to ensure they are set up
Establishing the efficacy of
National Contact
a more responsive organisation for
for success (ongoing).
interventions and key success
Centre, noting Cabinet
tamariki and whānau as well as
factors wil  help support
endorsed this, as with
Information
partners.
organisational continuous
improvement and embed evidence-
all other
Chal enges to future delivery:
based decision-making. It is
recommendations of
• Data from sites won't necessarily tell
important to understand which
Te Kahu Aroha.
us about the quality of decision
actions are most effective at
However, there is no
making. We see an opportunity to
mitigating escalation to statutory
corresponding action
determine with partners, some core
intervention and better outcomes for
on the NCC in the
Official
principles of decision making, and
tamariki and whānau.
Future Direction Plan.
consider whether these principles are
given due recognition in the Act.
We look forward to receiving more
information so that we can provide a
• We need to determine how these
more fulsome update in our next
decision principles, particularly in
assurance report.
relation to Reports of Concern, extend  Under
to agencies such as the NZ Police and
Ministry of Health and how wil  that be
realised at a practical level to benefit
tamariki.
• Decisions about tamariki placements in
Te Ao Māori rarely occur outside of
whānau, hapū and iwi collective
decision making. We suggest this is
true of most households where
Released
decisions by children happen within the
collective in those households. We wil
need to consider whether the Act gives
full effect to collective decision making
by whānau, hapū and iwi.

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
3.6
Invite and resource
Te Oranga o te Whānau have also progressed  • Reports on the pilots wil  be
The Board’s sense is that progress
Potential to align with
3.1
communities to work
engagements so far with:
provided in future reports including
in this area has slowed. For us to
overarching
3.5
together in the Care
• Ngāti Porou.
our partners’ own measures of
give assurance we look forward to a
recommendation 1
3.6
and Protection
• Te Tai Tokerau partners.
success (ongoing).
full briefing to understand the scope
with respect to
5.2
system (reclaim the
• Tāmaki Makaurau partners.
of progress of initiatives in each of
upstream prevention,
5.3
intent of FGCs to
• Taumarunui partners, Ngāti Haua, Ngāti
the five communities and what
as well as
1982
enable whānau-led
Tuwharetoa and Ngati Maniapoto.
exactly is being delivered to achieve
recommendations
decision making).
• Otakou Health Limited (mandated s396
the intent of this action.
4 - Ring-fencing
Phase 2
partner for Ngāi Tahu).
resourcing
• Waihōpai.
The Board would also like to
17 – Reclaiming
Act
• Rangitāne.
understand the status of the
intention of Family
• Te Whanganui a Tara partners.
strategic partnerships and how
commitments and relationships
Group Conferences,
and
Engagements have resulted in specific actions
agreed through the strategic
19 – Adequate and
including, but not limited to,
partnerships wil  be reflected in this
equitable investment.
• funding for two Family Group Conference
theme.
coordinators and associated training for
The issues that relate to information
This may align, once
Waitomo Papakainga; and
sharing continue to be a barrier to
more detail has
• Funding the proposed transition of existing
delivering high quality outcomes for
developed, with
homes to partners in Auckland and
tamariki, rangatahi, and whānau.
recommendations 2
Dunedin.
and 3 with respect to
Information
Reports on the pilots wil  be provided in future
supporting community
reports including our partners’ own measures
planning and
of success.
identifying existing
regional governance
Chal enges to future delivery:
arrangements.
• Resourcing includes information sharing,
policy development and legislative review.
Official
Information sharing assists partners to
make placement decisions in tandem with
agency support
• Recent Oranga Tamariki data model work
identified that out of 71 data types collected
by Oranga Tamariki, we can only report on Under
58% of them. We cannot report on 41% of
data types because these are mostly
unstructured data types for example case
notes in CYRAS. These unstructured data
types become problematic when planning
for tamariki needs if information crucial to
their needs is invisible to those that need it.
• Some of the stocktake work in the pilots is
intended to fil  some of these information
Released
gaps but we also hope to get some
innovation around information sharing and
ways of working through that mahi.

IN-CONFIDENCE
TE KAHU ARIKI
Board high-level assurance summary
SOCIAL WORK PRACTICE
The Board acknowledges progress made in a number of areas across this them including the monthly case file analysis
Oranga Tamariki’s focus for the next 18 months
for all pēpi under 30 days old placed in custody under a section 78 order and the Chief Social Worker issuing Practice
To continue to fundamentally shift our approach to practice with relationships with
Notes to all kaimahi to build understanding and the presentation of review findings to front line senior kaimahi. These
tamariki, whānau, communities and partners at the heart. Our practice wil  draw from a te  actions can only strengthen the application of practice guidance for front line kaimahi. The Board is also pleased to see
ao Māori knowledge base, methods and principles which are relational, restorative and
some progress on micro-credentialing and on some of the residential standard operating procedures.
inclusive. This Practice Approach wil  benefit tamariki and whānau Māori and meet the
For the next quarter, the Board welcomes further information on understanding how professional development and
training can aid front line kaimahi understanding and application to practice, as well as updates on all the actions within
needs of all children and families we work with.
this theme, and explicitly on Oranga Tamariki’s plan for training and guidance for kaimahi to support tangata whaikaha..
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
4.1
Build a
Completed
• Residence hui for Tamaki Makaurau
This could potentially
Korimako
1982
framework that
Practice Shift
rescheduled (Aug and Nov 2022).
The Board acknowledges that the SWRB
align with
incorporates
• Four sites in Tamaki Makaurau,
• Enter into the 3 trial phases with
Competence Standards are now
overarching
We are
the current
Westgate, Panmure, Otara and the
selected sites.
embedded in the core domain of the
recommendation 2
comfortable now
Act
practice
National Call Centre, were selected in
o Phase 1 get ready by
Practice Framework, Ngākau Whakairo
with respect to
that the SWRB
standards and
mid June as trial sites to test new
understanding site and practice
(rights, professional obligations and
clarifying the
competence
the SWRB
applied practice resources, with
culture (Aug/Sept 2022)
responsibilities), and this underpins the
purpose of Oranga
standards can be
competency
engagement commenced in July. The
o Phase 2 orientation to theory,
other domains of the Practice Framework.
Tamariki and
accessed by staff,
standards into
development of some of the applied
evidence and connectivity of new
meeting core social
however, we would
one place.
resources for trial was achieved
resources (Sep 2022)
We would  welcome more information to
work functions.
like to see specific
including:
o Phase 3 models and resources in
understand how professional development  Specifically, potential
consideration of
o Mirimiri ā kōrero and associated
practice using a ‘learn on the job
and training support embedding this
to align with
how to monitor the
practice guidance.
approach (Sep/Oct 2022).
action.
recommendations
implementation of
o Āta facilitation guide.
• The above trial phases wil  include
The Board would welcome an opportunity
10 - Restoring the
the competence
o Engagement with trial sites began
testing the below models and tools:
to hear about the progress of the trials of
influence of the Chief
standards.
in July.
o The new relational practice process.
the Practice Shift as they progress and
Social Worker
Information
• Develop learning resources for trials
o The new oranga framing tools and
what evaluation process is in place to
13 – Ensure
and begin trials continued.
processes
given confidence that the Practice Shift is
supervisors have the
The Social Workers Registration Board
o The Mirimiri ā-Kōrero consult and
delivering the intended outcomes.
capability and
(SWRB) competencies are embedded in
sense making tool.
capacity to provide
the core domain of the Practice
o The Āta facilitation tool and
both case and
Framework , Ngākau Whakairo (rights,
process.
reflective
Official
professional obligations and
o Te Toka Tūmoana practice model.
supervision.
responsibilities) which drives all the other
o The tangata whenua and bicultural
domains A dedicated space on Te Pae for
supervision model.
practice and learning is currently in
• Evaluation commences in all four
development.
sites (by end of 2022/beginning of
2023).
Delays this quarter:
• New models and tools wil  be iterated
Under
• COVID 19, winter il ness the progress
in real time and over the trial period
of project deliverables and impacted
described above based on evaluation
business as usual in residences
findings.
delaying the residence hui.
• Scope and plan development of
• Project management team vacancies
further aspects of Practice
also impacted the progress
Framework:
deliverables this quarter.
o Finalise Va’aifetu model (Feb 2023).
• Continued development of the oranga
o Provide recommendations for the
cue cards, evaluation approach and
national implementation of the tools,
remaining learning resources to
models and supervision approach
Released
support the trial.
(Feb 2023).
• Continue to be unable to recruit into the
o Begin to develop a third practice
change management role that is critical
model, informed by Signs of Safety
to supporting the trial. We are working
(March 2023)
closely with Change Portfolio
o Finalise an Oranga framed
Management Office to fil  vacancies.
assessment tool (March 2023).
Chal enges to future delivery:
o Evaluation approach for non
• A lack of communications support to
supervision complete (June 2023).
ensure the practice framework, and
o Supervision ongoing evaluation
progress towards the national roll out of
approach complete (Sep 2023)

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.2
Set a clear
Substantial progress
Case file analysis for all pēpi under 30
The board acknowledges the
Not associated with
Korimako
direction to only
Timeframe to deliver: 30 March 2023
days old placed in Oranga Tamariki
work commenced to address its
any specific Te Kahu
use S78 Without  pending the outcome of current ongoing
custody under a section 78 order wil
feedback last quarter. However, at this
Aroha
We recognise the
Notice Orders
monitoring activity.
continue as part of the core practice
time, our concerns have not been
recommendation
progress of work
for tamariki when
• Case file analysis for all pēpi under 30
quality assurance work programme
mitigated.
directly. However,
commenced this
there is clear
days old placed custody under a section
(ongoing).
may have some
quarter. Because
evidence of solid
78 order is an ongoing monthly core
• A new quarterly update on the
In order to provide assurance against
relationship to
of the criticality of
engagement or
practice quality assurance activity. This
findings of this work to support
this action, we need to see the findings
recommendation 14
real outcomes for
1982
attempts at
enables faster feedback loops to sites
ongoing oversight and continuous
from the analysis to understand the
to ensure
tamariki we must
engagement with
and ensures any gaps and learning
improvement internally wil  be
correlation between the change in
appropriate training
see proof of safety
whānau, which
opportunities promptly addressed to
completed. This wil  include a
practice and safety of children. The
for social work,
improvements for
Act
leads to no
support ongoing improvements in our
• focused selection of key quality
Board will work with Oranga Tamariki
including as to legal
all tamariki
workable safety
practice.
indicators from the review findings.
this quarter to ensure its concerns are
parameters.
subject to S78
plan being put in
It is intended to supplement the
known and understood.
and not just pēpi.
place.
• Implemented a new process to facilitate
direct feedback on practice to sites for all
more substantive annual public
cases reviewed. To aid information
report summarising the findings of
The Board understands that an intention
gathering and continuous practice
practice with unborn and new born
to apply for a  s78 requires a quality
improvement.
pēpi. The next public report wil
social work assessment and an analysis
cover the twelve-month period from
to evidence that this action is
• Develop and action plan second public
September 2021 to August 2022, to
necessary. That where a social worker
report to further strengthen practice and
be published early in 2023 (August
believes such an action is
respond to key insights Several actions
2022 and ongoing)
necessary that this judgement is
have been implemented including
• Complete a new thematic practice
supported by the organisation. The
Information
quality assurance review focused
o Issuing Practice Notes to all kaimahi
Board engagements suggests  that such
from the Chief Social Worker to build
on practice for unborn and newborn
support is not always present.
knowledge and understanding of the
pēpi who did not enter care under a
purpose and function of the Safety
section 78 order but were otherwise
The Board would like to understand
and Risk Screen and use of Care and
supported by Oranga Tamariki. This  why Quality Practice and Experiences is
Protection Resource Panels.
wil  support our understanding of
not leading the quality function for
the extent to which the decrease in
review of safety outcomes for all section
Official
o Presenting review findings to frontline
section 78 orders for pēpi in recent
78 orders.  The Board acknowledges
Practice Leaders, Regional Senior
years reflects quality practice and
that both areas have important insights
Advisors, the Family Group
decision making in addressing
to contribute, however, are of the view
Conference Team Leader network,
concerns about the safety of these
the QPE have a key role in enhancing
and practice kaimahi in National
pēpi.
quality practice and there is space for
Office with the view to reinforce
• Alongside this work, the Oranga
continuous improvement.
Under
quality practice requirements.
Tamariki Evidence Centre wil  also
complete a review of available data
o Initial work to identify future changes
We look forward to receiving an update
needed to the Safety and Risk
and insight at the population level to  on the findings of the work underway on
Screen process to be progressed as
further support our understanding of  practice regarding the substantial
part of the wider Practice Programme
the drivers and impacts of the
decrease in the use of section 78s, as
and quality assurance mahi.
overall reduction in care entries for
soon as this is ready.
all tamariki (October and ongoing)
• Service Delivery also review new section
• A monthly report for Service
78 orders for all tamariki and rangatahi
Delivery leaders wil  be completed
on a weekly basis. This includes
that wil  provide quantitative data on
Released
checking that the required internal sign
all section 78 orders made during
off process has been completed, that
the month. This data over time wil
orders are correctly recorded, and to
support the identification of trends
ensure operational data is updated as
at both national and regional levels.
required.
The data may also lead to deeper
dives where required to better
understand what is driving certain
trends, including areas of strength
and opportunities for further
improvements (ongoing)

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.3
Working with the
In progress
• As per Action Point 2.6, in
The Board is pleased to see that
Potential to align with aspects of
Kiwi
SWRB introduce
Timeframe to deliver: December
September 2022 the Social
work has progressed with Oranga
recommendation 13, which
micro-credentialing
2022
Workers Registration Board
Tamariki to develop internal micro-
focuses on supervisors having
for supervision and
(SWRB), Practice group, and
credentialing which has informed the  the capacity and capability to
other specialist
• Oranga Tamariki are one of only
Professional Development wil
pilot module "Care and Protection
provide both case and reflective
areas, which
five Government agencies that
meet to strengthen our shared
Law".  The Board would value an
supervision. Also, potential
recognises the skil s
hold Government Training
understanding of how we wil
overview of this module prior to
alignment with recommendation
1982
and knowledge that
Establishment (GTE) status that
work together to deliver on
delivery.
11 re ensuring workforce
are required by
gives authority to deliver
actions that rely on partnering
development so that all roles
supervisors and other
accredited programs that meets
with the SWRB. A focused
It is positive that Oranga Tamariki
have appropriate pathways for
specialist roles.
NZQA standards. This status is
conversation wil  be held to know
has engaged in initial discussions
training and skil s.
Act
managed by Professional
how we wil  deliver on
with the SWRB and that this has
Development the group building
expectations described in the
progressed to a hui to formalise the
the infrastructure to deliver on
wellbeing funding ($1.5m)
working relationship.
Action Points 2.6, 4.3, and 4.8.
managed by the SWRB to
There are several conversations
• The infrastructure includes a new
support Oranga Tamariki to
occurring across the organisation
recognition framework to support
increase the quality of its social
regarding micro-credentialling and
accredited pathways including
work practice (September 2022).
we are unsure of how the various
micro credentialled modules to
• We have confirmed a high-level
programmes are aligned.
build the qualifications according
approach and some key first
to NZQA standards.
steps which wil  be progressed
Information
• Note some activity in Action Point
through a hui to be held between
4.3 that was reported in the
SWRB and key Oranga Tamariki
Quarter 3 is now reported
staff (September 2022)
correctly under Action Point 2.6.
• Deliver the new micro
• The recognition framework is
credentialled module on
now described and wil  inform a
legislation in partnership with the
pilot micro credentialled module
legal team (October 2022).
Official
"Care and Protection Law“.
Chal enges to future delivery:
• Offering accredited programs
requires a team of assessors and
Under
moderators to meet regulatory
obligations by NZQA.
Professional Development have
one qualified assessor and
moderator who wil  support the
micro credentialled module being
piloted in October 2022.
• The challenge wil  be articulating
and securing the resources to
Released
deliver a suite of accredited
programs across Oranga
Tamariki.

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.4
Ensure the
See FDP 4.4, p27
STAR Training 2.0:
The Board notes the change in
Residence Report
Korimako
appropriate
• Introduction of refresher trainings
timeframe to deliver by 6 months
application of MAPA
In progress
across the year for kaimahi. (across
and the limitation of resource
While this is still
and STAR by
Timeframe to deliver: June 2023
FY22/23).
impacting the delay of the STAR
korimako we hold
instituting a revised
• Making successful STAR Training
2.0 NZQA certification process.
some concerns
restraint practice,
STAR Training 2.0
completion a requirement for
about the resource
1982
including more
• External review of content and training
employment (by June 2023).
We also note that both staffing
available to
frequent training and
implementation is complete.
vacancies and the hold on
progress this
recertification.
• Training implementation in Residences
Safety Interventions Foundation Level
recruitment of trainers wil  impact
work.
is currently underway.
• Three foundation level Instructors wil
the implementation and ability to
Act
• Scale, duration, and frequency of
be enrolled on the next available
kaimahi to embed STAR and
training has increased.
Advanced and Emergency training.
Safety Interventions Foundation
• STAR 2.0 NZQA certification and micro
Once completed, commencement of the  Level (formally MAPA).
credentialising in progress (ongoing)
Safety Interventions Advanced and
The Board looks forward to being
Emergency Level across residence and
advised when the 'hold' wil  be
Safety Interventions Foundation Level
community homes wil  occur (ongoing).
lifted. This training is imperative for
• Safety Interventions Advanced and
• Bi-Monthly Instructor Forums wil
all staff to ensure the safety and
Emergency level training has been
commence on the 1 st of September
wellbeing of tamariki and rangatahi
completed by key personnel in each
2022 focusing on training delivery
are kept at the forefront.
residence
consistency (September 2022).
• Commencement of rollout of Safety
Information
Interventions Advanced and Emergency
Level across residence and community
homes (June 2023).
Delays this quarter:
• STAR 2.0 NZQA certification process is
currently held by OT National
Official
Professional Development team.
• Safety Intervention training rollout was
initially delayed due to availability of
external provider.
• Availability of appropriately qualified
people to review content.
Under
Chal enge/s to future delivery:
• Staff availability for training due to
resource constraints is the biggest
factor determining frequency,
accessibility, and speed of rollout.
• Recruitment of three Training
Facilitators is currently on hold, affecting
instructor capacity.
• Currently insufficient advanced and
Released
emergency instructors in two locations,
due to absence

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.5
Develop
Ensure all practice policy and guidance aligns with
• We wil  continue new/updated
The Board notes the decision for
Residence Report
Phase 2
Korimako
standard
the Practice Framework
practice policy and guidance to be
collaboration across Care and
In order to
operating
• The Oranga Tamariki practice approach and new
finalised and published in the next
Protection and Youth Justice SOPs
progress to kiwi,
procedures
practice framework are embedded in the
quarter including (but not limited to):
for practice consistency.
SOPs for
for national
development and updates of all practice policy
o Enrolling and supporting ākona
Medication, Secure
consistency.
and guidance. Al  practice policies include an
Māori in Māori boarding schools
We recognise the development of
Care, and
1982
application of the Practice Framework at the
(August 2022).
the YJ SOPs and that there
Managing a safe
beginning of the policy to guide kaimahi. These
o Remand homes policy (Sep 2022).
has been progress on several key
environment would
are available on the Practice Centre for kaimahi
o Escorting policy (Sep 2022).
SOPs.
need to be
to access as and when they need them. We have
o Travel policy (Sep 2022).
The Board is firm in its position that
completed.
Act
foundational documents to guide writers in the
o Care arrangements (Oct 2022).
SOPs guides and underpins the
process and quality assurance checkpoints to
work and decisions that are mad by
Tangible progress
ensure alignment and consistency. Al  practice
• YJ SOPs finalisation of remaining
staff, therefore progressing this
is needed - the
policies include an application of the Practice
SOPs to be completed and
work is critical for the organisation.
Residence Report
Framework at the beginning of the policy to guide
implemented, including assurance
called out SOPs
kaimahi. We have progressed publication of
mechanisms (November
The Board is concerned about the
over a year ago,
several new and updated policies and guidance
• C&P SOPs complete the review of
timeframe for completion,
and we expect
this quarter, including (but not limited to):
YJ residence SOPs and identify core  particularly given the majority are
significant
o Advocacy for parents and whānau or family
legislative distinctions that need to
due to be implemented over
progress in their
(new).
be made to meet the C&P residence
September and October 2022.
development over
o Whakamana te tamaiti or rangatahi through
context. Identify what, if any,
The Board would welcome a draft
the coming
Information
advocacy (new).
additional SOPs are required and
of the SOPs as they become
quarter.
o Case recording (updated).
commence development (December
available. We expect further
o Information sharing (updated).
2022).
progress in the fourth quarter.
Youth Justice Standard Operating Procedures
Chal enge/s to future delivery
(SOPs) for:
• To support the practice programme
• Searches have been completed with training rolled
we wil  continue to need to update
Official
out from July 2022.
practice policy and guidance to align
• Medication have been drafted and are under
with our practice approach; the same
review and sign out. Implementation is planned from
subject matter experts are required to
September 2022.
support practice change in the trial
• Secure Care have been drafted and are under edit,
sites and we anticipate capacity
review and sign out. Implementation is planned for
challenges which may slow
October 2022.
down/delay publication.
Under
• Managing a safe environment are under
• Both YJ and C&P SOPs
development. Implementation is planned from
implementation may require change
October 2022.
in previous ways of working to ensure
• Off-site movements have been developed are due
alignment with legislation; we wil
for sign out in September. Implementation is
support this with a change
planned from November 2022.
management approach and post
Care and Protection Standard Operating
implementation assurance.
Procedures:
• Strategic decision been made to collaborate with
Released
YJ on the above SOPs to ensure alignment and
practice consistency rather than progressing
separate SOPs.
• Resourcing allocated for this purpose.
Delays this quarter:
• Progress delayed in youth justice residences due
to COVID 19 implications and the small subject
matter expert group leading this.
Also experienced complexities within the legal
f
k th t
i d
f l
id
ti

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.6
Fundamentally shift
See FDP 4.6, p29
Further scoping wil  be done with the
Te Kahu Aroha was clear in its intent
Residence Report
3.3
The Board does
how staff assess
Quality Practice and Experiences
that reports of concern should be
4.1
not have enough
and action reports
In progress
Practice and Practice programme
assessed and actioned to ensure the
This may align with
4.5
information to
of concern to ensure  Timeframe to deliver: June 2022
leads and Action Point owners 1.5 and  safety and security of tamariki and
Recommendation 16
provide assurance
safety and security of
(onwards)
3.3. This hui wil  focus on scoping the
rangatahi.
of Te Kahu Aroha with
Phase 2
on this action at
tamariki and whānau
priorities and identifying leads to:
respect to the NCC
this time.
based on best
Initial scoping work with members of Te
o Shift internal ways of working
However, the Board is unclear whether
and potential to refer
1982
practice.
Riu occurred in June 2022
that don’t support partnered
this action achieves that intent, and
more to non-statutory
In order to be able
Hui held for Quality Practice and
practice (Decision Response
over time this has become less clear.
services.
to provide
Experiences practice leadership
Tool); and
We would like to see specific planning
assurance next
kaimahi to update on the Enabling
o Identify ways of working that
as to how this action and action 3.3 wil
quarter, the Board
Act
Communities two tracks. This was an
require significant consideration
progress in support of one another
would appreciate
important scope clarification opportunity
(e.g. Role and function of the
early sharing of
and wil  support the next phase of work.
NCC).
planning and to
In this meeting the dependencies
understand any
Chal enge/s to future delivery:
and intersections with the other
any identified
• There may be changes to
action points in responding with
barriers to
assessment approaches that are
partners to reports of concern wil  be
progress.
identified within the Enabling
discussed (August 2022).
Communities work that need to
proceed faster than the holistic
Legal advice wil  be commissioned on
consideration of assessment. The
whether our current legal framework  Information
connection between the teams
presents any barriers to shared
engaging within regions and the
decision making ; having clarity may
practice programme wil  be vital to
enable us to move faster in the next
ensure we are able to respond and
phase or may require
test emerging approaches that can
recommendations for legislative
then be shared back with the
change to realise our future direction
programme team.
(August 2022)
Official
Scoping of early enhancements to
assessment approaches wil  be
identified and wil  include information
gained through the Chief Social
Workers practice review currently
Under
underway (October 2022).
As part of the practice programme and
Action Point 4.1 we wil  finalise an
Oranga framed assessment tool
(March 2023).
4.7
Through a fit-for-
Ref 1.7
Ref 1.7
Ref 1.7
Residence Report
1.7
Tieke
purpose transition
plan, close our
As per the
Released
current residential
assurance
and protection homes
summary against
and replace them
Action 1.7
with smaller purpose-
built homes to enable
tailored care for the
high complex needs
tamariki in care.

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
1
2-24 month activities (September 2022 – September 2023)
4.8
Develop a three-
See FDP 4.8, p29
• This wil  be discussed at the
Oranga Tamariki is yet to engage
Potential to link to aspects of
2.5
The Board does
month post-degree
planned wānanga with SWRB and  with the SWRB. We look forward to  recommendations 11, 12, 13 and
2.6
not have enough
professional practice
The plan was to commence this
the Practice Group (in September
a fulsome update of this wānanga
14 of Te Kahu Aroha in relation to
information to
course, partnering
work in 2023 however based on
2022).
and key future objectives.
developing a social sector
Phase 2
provide assurance
with tertiary
Ministerial Advisory Board advice
• The development of the three
workforce, improving induction,
on this action at
providers, to develop
from the Quarter 3 report,
month program wil  be scheduled
training and personal development,
this time.
1982
a statutory child
Professional Development wil
for February 2023 alongside HR
ensuring supervisors have the
protection component  beginscoping with Social Workers
to include the placement
capacity and capability for
that would involve a
Registration Board (SWRB) as the
component (February 2023)
dedicated supervision and
paper and placement
regulators of post graduate
improvements in training for
Act
within Oranga
qualifications related to social work.
legislative requirements.
Tamariki.
Scoping wil  also include
consultation with tertiary providers
and assessment of Social Work
qualifications to understand the
learning outcomes that the post
grad program would deliver that
also complements the learning
outcomes in the Puāwai induction
program for new social workers.
Information
• The infrastructure required to
develop this accredited program is
underway as per Action Point 2.6
and 4.3.
• Work wil  need to be undertaken
to determine which tertiary provider
Official
is best positioned to partner with
Oranga Tamariki to develop the
three month post graduate
program.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Board high-level assurance summary
Oranga Tamariki’s Focus for the next 18 months
We understand that the roll-out of Whiti and work to advance EDAP is progressing well, with both actions improving this
Developing the tools and infrastructure to support data and evidence-based decision  quarter. We welcome the child-centred focus of the new data structure and the mechanisms in place within Whiti to help
making and support improved performance and outcomes for tamariki and whānau.
reconcile work completed with case management system records.  In lieu of formal data quality assurance mechanisms,
This includes ensuring communities have the data and tools needed to achieve their  this is a helpful step in assisting the frontline to maintain accurate records. The magnitude of the programme to replace
aspirations and drive evidence-based change and practice within their
CYRAS is recognised, and we are encouraged to finally see a plan in place. At the same time, we do not feel that there has
communities/regions.
been meaningful progress work to embed evidence-based decision-making across all levels of the organisation, and hold
some concern over the delays to the Data Exchange work programme.
.
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1982
5.1
Continue to roll out
• The national rollout of Whiti to
The focus for the next quarter is to
The Board appreciated receiving
Potential to align with Te Kahu
5.4
Kiwi
new performance
all Care and Protection kaimahi
complete the national rollout to
a demonstration of Whiti this
Aroha Part 4:
5.5
The programme is
reporting tools which
is well underway and wil
Care and Protection staff, continue
quarter and the opportunity to hear
22 - Performance Report
progressing well
make data and
complete next quarter.
Whiti development, engage the rest  how delivery has progressed. Work  Framework should align with well-
and for this to
Act
information available
of Service Delivery to plan and
on the roll-out of Whiti has
defined strategy, purpose and
remain kiwi we
to operational staff
• Most of the Whiti back end and
prioritise the delivery of reporting to  progressed well with Services for
visions
would like more
from social workers
front end for interventions and
meet their needs, and start the
Children and Family sites.
23 – Improving the availability and
information on the
and site managers all
full assessments completed
migration of Whiti development
range of data for decision-making
progress of the
the way to the
(May).
onto the Enterprise Data and
The Board recognises the value of
24 – Prioritising ongoing
migration and
leadership team to
• Complete National rollout
Analytics Platform.
the built-in feedback mechanisms
development of the information
expansion of
inform their decision-
training material (May).
to help reconcile work completed
infrastructure
reports for other
making.
• Start engagement with Service
with case management system
• Start the national rollout training
Delivery (Youth Justice and
records. In lieu of a formal data
25 – Improving information sharing,
service lines over
for early release regions (May).
Care Services) and concept
quality assurance mechanism, this
taking into account the purpose and
the coming
enabling features of the Privacy
quarter.
• Undertake national rollout
design (August 2022).
is a helpful step in assisting the
Act.
Information
engagement and commence
• Complete Region profile, Site
frontline to maintain accurate
nationwide training and
Overview expansion, Transfers,
records.
This may also align with
coaching once the Whiti
and My Mahi page development
We understand that Whiti is being
Recommendation 15 with respect
application has been released
and release (September 2022).
used to inform frontline planning
to improving the sophistication of
(May/June).
• Prioritisation and planning of
and have heard this tool is being
workload management
• Most of the rollout of Whiti
Whiti development to the end of
used by leaders to distribute
nationwide has been completed
the financial year (September
caseloads equitably according to
Official
(i.e. release Whiti application to
2022).
their complexity. We would like to
kaimahi at all Services for
see progress against the
Children and Families sites, and
• Complete national rollout
resourcing and allocation model
site and regional leadership
onboarding training to all Care
(action 2.3) to validate this.
teams) (June/July). Supporting
and Protection Sites (October
The work programmes for
action activities:
2022).
actions 5.1 and 5.5 have been
Under
• Continue to revise and refine
• Start the migration of Whiti
consolidated to ensure Whiti can
operational performance
development from IAP to EDAP
be migrated to the Enterprise Data
reporting supported by Whiti to
(October 2022)
and Analytics Platform (EDAP). In
align with emerging
• Start development of prioritised
the interim, work with youth justice
organisational direction and
Service Delivery Whiti pages
and care services is progressing to
priorities (ongoing).
(November 2022)
understand their information
requirements.
Delays this quarter:
• Complete delivery of the core of
Delay to My Mahi due to COVID 19
what the frontline needs from
We are pleased to hear the work
and staff turnover.
CYRAS data (June 2023).
programme is expanding to
Released
address frontline information
Chal enges to future delivery:
• Remove the reliance on MSD
requirements across other
Staff recruitment and retention in
legacy reports for the frontline
business lines.
an overheated data/analytics
(June 2023)
market.

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
5.2
Develop options for
In progress
• Endorsed approach from Te Riu
The Board recognises the
Potential to align with
Korimako
replacing the Oranga
Timeframe to deliver dependent
(paper is currently under
magnitude of this action and is
recommendation 15 with respect to
This
Tamariki case
on the business case option being
development) (September 2022)
heartened to see some progress.
caseload management and
programme has
management system
agreed.
Various funding and resourcing
recommendation 24 in relation to
a long timeframe
in a cost conscious
• Engage vendor for firm
challenges continue to be worked
the ongoing development of
for delivery, and it
and timely way. The
• Baseline funding opportunities
enterprise pricing so these costs
through, including identifying
information infrastructure
is too early for
replacement wil
to enable work to start this
can be accurately represented
baseline funding opportunities.
any concrete
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capture more
financial year have been
in Programme Business Case
progress. A move
detailed information
clarified (June)
and Cabinet paper.
We acknowledge that this
towards kiwi would
on, for example, the
• Engaged external experts to
• Completion of Programme
programme is in its early stages,
be supported by
needs of tamariki and
finalise the Programme
Business Case and Cabinet
and we are interested in its
early and detailed
Act
whānau, progress in
Business Case (anticipated
paper. (November 2022).
progress. We would welcome
sharing of work
meeting those needs,
completion in December 2022).
an an opportunity to consider
undertaken.
and the experiences
• Approval of paper (including
early drafts of the cabinet paper
of tamariki and
• Confirmed resource in Policy to
permission to enter into
and look forward to frequent
whānau who interact
complete associated Cabinet
enterprise agreement) by
updates.
with us.
paper (anticipated completion in
Cabinet (December 2022).
December 2022).
• Internal business case to
• Completed a view of the high
Treasury for review (before
level milestones for phased
June 2023). Note: the internal
delivery of digital enablers to
business case is for the self
enable transformational change
funded work to deliver first
Information
through to F25.
digital enablers in FY23, aligned
• Continued engagement with
with strategic approach in
Treasury and the Treasury
Programme Business Case.
Gateway Team
• Building from the initial project
team, commence phased stand
Chal enges to future delivery:
up and capability building of a
Official
• There could be challenges in
programme team (December
identifying and sourcing the
2022 February 2023).
appropriate practice and
technical subject matter experts
needed to lead this work due to
market constraints.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
5.3
Share data and
In progress
• Definition of scope and high
The Board acknowledges the
Potential to align with the following
1.8
Korimako
evidence on needs
Timeframe to deliver Ongoing
level roadmap of activities
complexities involved in striking a
recommendations:
and challenges of
(September 2022)
balance between sharing
6 – with respect to community
While we see
whānau and the
Enabling Communities
information and protecting privacy.
planning;
evidence of
support and
Where relevant, sharing of
Residential Care and Other
23 – in intent to improve
progress, without a
resources that can
information wil  be developed as
Matters Bil  (Information
We are unclear about the
availability, relevance and range of
clear
make a difference.
part of Enabling Communities work.
Sharing):
ownership of this programme even
data for decision-making, and
understanding of
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• Develop and run a survey
though work is commencing at
25 – in relation to information
which this work will
Residential Care and Other
seeking to further investigate
pace under the ‘enabling
sharing in line with the Privacy Act.
be developed as
Matters Bil
barriers and enablers for
communities’ track.
part of the
Information Sharing
information sharing (October
The Board is encouraged that there
Enabling
Act
Engagement with an expert Rōpū
2022).
is ongoing engagement with the
Communities
Māori established to support work
Privacy Commissioner, and
programme. Until
underway on the Residential Care
• Phase 2 engagement on options  we welcome an opportunity to hear
this work is done it
and Other Matters Bil .
development (October 2022).
about any other solutions that have
is unlikely we will
• Completed phase 1
• Provide advice to Minister
been progressed in addition to the
have clarity as to
engagement with the Rōpū
regarding potential
development of operation
what this work is
Māori, other government
recommendations to improve
guidance.
trying to achieve.
agencies, Oranga Tamariki, and
our approach to sharing
We would appreciate an update on
Independent Crown Entities on
information with iwi / Māori
the progress of information sharing
the issues regarding information
partners (October 2022).
so that we can see how Oranga
sharing with iwi and Māori
Enabling Communities activities:
Information
Tamariki understands the needs of
partners, with a focus on the
• Where relevant, sharing of
whānau, and can place that
section 66 (information sharing)
information wil  be developed as
understanding at the centre of
provisions in the Oranga
part of Enabling Communities
delivering this action.
Tamariki Act.
work.
• Continued engagement with the
Office of the Privacy
Official
Commissioner to understand
how the Privacy Act 2020 can
support information sharing.
Further engagement with Office
of Privacy Commissioner on
respective work underway
considering privacy and tikanga
Under
Māori.
Delays this quarter:
• Lack of overall ownership.
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IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
5.5
Replace the Oranga
In progress
The next quarter is focused on
The Board recognises the progress
May align with recommendation 23
5.1
Kiwi
Tamariki data
Timeframe to deliver: June 2023
building the initial areas of the
to replace the Oranga Tamariki
in its focus to improve the
5.2
warehouse to enable
Reporting Zone, this allow us to
data warehouse and recent
availability, relevance and range of
data collected to be
The focus of this quarter was to
make sense of the raw data from
updates on this. We welcome the
data for decision-making, and with
centralised and
establish the core platform to
CYRAS turning a case-centered
child-centered focus of the
recommendation 24 to prioritise the
analysed to inform
support future data engineering
data structure into a child-centered
reporting datasets.
ongoing development of the
monitoring and
activities.
one for reporting datasets
information infrastructure.
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decision-making.
• Completed build, configuration,
We see the merit of integrating
test and certification &
• Data Catalogue and Analyst
actions 5.1 and 5.5 to help ensure
accreditation activities to
Tools selected (September
the seamless migration of Whiti.
support the implementation of
2022).
Act
Releases 1 to 4 of the
During engagements, we heard
Enterprise Data & Analytics
• Reporting and visualisation
that there has been good progress
Platform (EDAP)
(PowerBI) and data exchange
toward building the data
(Eightwire DX) tools
infrastructure to support the
• Base EDAP platform delivered
implemented for EDAP
delivery of this action. We are
(Releases 1 to 4) Build, Quality
(September 2022).
interested to know that analysts are
Assurance & Production
prepared and wil be ready to
environments deployed ready
• The initial 4 data domains in the
engage with the suite of analytical
for use by data engineers.
Reporting Zone have been
developed (October 2022).
tools competently to query the data
• Request for Quotes for Data
sources when available. The team
Catalogue and Analyst Toolkit
• Data Catalogue and Analyst
has committed to providing the
issued and evaluation process
Tools implemented on EDAP
Board with ongoing updates on the
Information
progressed (July).
(December 2022)
capability and resource
development to support analytical
• Joint team commences the build • HRIS data feed to EDAP
staff through the transition.
out of the EDAP Curated
established (April 2023).
Integrated Zone (July ongoing).
• Archive Information Analytics
We look forward to the next
progress update for this
Delays this quarter:
Platform, data, code and
programme of work.
Key technical issue affecting how
documentation migrated from
Official
change data from CYRAS is
MSD (June 2023)
brought into EDAP took additional
effort. Now (August) resolved
without delaying critical path
activities.
Under
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IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
5.7
Deploy the Social
In progress
• Establishment of a programme
We understand that delays to
Potential to align with
5.1
Korimako
Wellbeing Agency’s
Phase 1 & 2 June 2023
view to prioritise and plan for
Phase 3 and 4 wil  mean that
recommendation 6 to build Oranga
5.3
Data Exchange to
Phase 3 & 4 December 2023
deployment of Data Exchange
Oranga Tamariki wil  be unable to
Tamariki’s responsiveness to
5.5
It is pleasing to see
make sure we can
beyond current scope (57
send referral data via the
partners, and to community
the amount of work
seamlessly share
• Progressive rollout of Data
currently active care partners)
exchange.
requests for the information needed
progressing for this
data between
Exchange to all Care partners
(June 2023).
to know what support whānau
action but we wlll
ourselves and
wil  continue through the next
The Board would be interested to
require, and what resourcing
need more specific
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partners in a safe
quarter, with forecast completion
understand how this impacts on
should be provided, to match these
information on how
and secure way.
by June 2023.
partnering under the ‘Enabling
needs. Additionally, potential to
sharing is going for
• In the last quarter, 4
Communities’ track.
align with recommendation 25 to
partners in order to
organisations have completed
improve information sharing, taking
be able to move
Act
the work to enable them to use
More information is required to
into account the purpose and
this to kiwi for the
data exchange instead of email
understand the implications of this
enabling features of the Privacy
next quarter
to share key data about tamariki
constraint in quarter four.
Act.
in partnered care.
• Overall there are now 9
organisations using data
exchange, 8 in testing, and a
further 31 in progress. Nine
organisations are yet to start.
This includes 5 whānau care
partners.
Information
• Work continues on the creation
of dashboards for Data
Exchange. The forecast
completion of this work remains
June 2023.
• Planning work has been
Official
deferred to F24 for phases 3 &
4, as funding is not available in
F23.
Delays this quarter:
• Phases 3 and 4 deferred to F24
due to funding availability in
Under
F23.
• Partner capacity to progress
through engagement and
onboarding has been limited
due to combined impacts of
sickness, and delays with
Oranga Tamariki funding
decisions.
Released
Chal enges to future delivery:
• Resourcing of both BAU and
project functions following
recent resignations.

IN-CONFIDENCE
TE KAHU ARIKI
SUPPORTING ACTIVITIES
Supporting Work
Description
Activity Completed
Activity Planned
Te Kahu Aroha
Oranga Tamariki Action
OTAP is a key mechanism to support the changes we  Oranga Tamariki Action Plan was endorsed by
Children’s agencies to publish Oranga Tamariki
Potential to align
Plan (OTAP)
are trying to achieve through the Future
Cabinet on 4 April 2022.
Action Plan in early 2022.
with O.A.R 2 and
Direction Plan. Chief Executives of children’s
The publication of the plan is subject to development
3
agencies are required to set out how they wil  work
of an implementation plan. The implementation sets
together to improve the wellbeing of the core
out collective commitment to achieve significant
population of interest to Oranga Tamariki. OTAP is a
results for children and young people in the priority
key opportunity to advance shared accountability,
populations. The practical actions that agencies wil
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communication and collaboration to action the intent
implement by the end of 2022, and key governance
of Te Kahu Aroha and the Future Direction Plan.
and accountability arrangements. Work started on the
in-depth assessments of housing, health, and
education needs for the priority populations.
Act
National Governance
The Ministerial Advisory Board recommended that a
On hold
On hold
Aligns with O.A.R
Board
permanent and National Governance Board for
3
Oranga Tamariki be established to have reach into
and across other agencies’ and support the sustained
change the Ministry is undertaking.
Information
Official
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IN-CONFIDENCE
4. Ministerial Advisory Board Fourth Quarterly Report
HIPOKINGIA KI TE KAHU ĀROHA A TE WHĀNAU
‘He taniwha kei te haere mai -  he taniwha tae kuhu, tae huna e kore rawa
koutou e kitea, e kore koutou e mohio kua tae mai, kia kitea rano i ngā kanohi
a o mokopuna. Ina tae ki tēnā, kaua e patua i o mokopuna - engari hipokingia
o koutou mokopuna ki te kahu āroha a te whānau.’
These are the words of Aperahama Taonui. They are the foundation of all the
Board’s work.
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TE  KAHU  ARIKI:  MINISTERIAL  ADVISORY  BOARD’S  FOURTH  QUARTERLY
ASSURANCE REPORT
Act
1) This report provides a summary of the Ministerial Advisory Board’s (the Board’s)
assessment of Oranga Tamariki’s progress towards change  for the past quarter,
September to November 2022. This quarter we have sought feedback specifically from
kaimahi Māori and from Pasifika kaimahi to test the changes they are seeing and feeling
and, more generally, the impact of these changes at the frontline of Oranga Tamariki. We
note that this report marks a full year of assurance reporting from the Board.
2) The last section of this report sets out a summary of two additional areas the Board has
been following up on this quarter. These are:
Information
i) Residences  -  Follow  up  from  Te  Kahu  Ariki  3  on  our  assessment  of  progress
against the recommendation of our 2021 Residence Report
ii) Disability  -  Update  on  the Board’s  disability report recommendations  and the
Oranga Tamariki Disability Strategy.
Official
TE KAHU ARIKI FRAMEWORK
3) Before summarising our views for this quarter, we briefly set out the framework for our
assurance work, Te Kahu Ariki.
Under
4) It is the view of this Board that each child is an Ariki in their own right, with whakapapa
linking tamariki to their tupuna and to future descendants. This is a fundamental concept
underpinning  the Board’s work in Te Kahu Aroha  and guides our assurance role and
framework, Te Kahu Ariki.
5) As we stressed throughout Te Kahu Aroha, it is the intention of this Board to ensure that
our work is seen through the lens of Te Au o te kanohi Māori, and to reinforce the aspiration
embodied in the very name Oranga Tamariki.
Released
6) This whakaaro draws inspiration from the feathers that make up Te Kahu Ariki and
acknowledges the different manu and their feathers that adorn this cloak. It is this kahukura
that the Board utilises to indicate our levels of assurance on the actions and activities by
Oranga Tamariki as they progress their journey of change.
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7)  Throughout this report you wil  see each action identified with one of the colours of Te
Kahu Ariki. Raranga huruhuru manu:
•  Kākāriki – Kiwi
•  Kōwhai – Korimako
•  Karaka – Kākā
•  Whero – Tieke

8)  The point of distinguishing between the colours of the feathers of the manu is to draw your
attention to where it is needed most, as indicated by tieke or kākā. At a high level, we use
the symbolism of our manu taonga, with kiwi as the pinnacle. We believe this symbolism
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is readily understood by New Zealanders and helps deepen collective understanding of
the needs and opportunities for improving wellbeing for tamariki and mokopuna in
Aotearoa today.
Act

9)  We have ascribed a colour to each feather and bird, reflective of their nature and mana,
and true to the aspiration of ‘hipokingia ki te kahu aroha a te whānau’. It is the ultimate
aspiration of this Board to be able to provide to the Minister a kahukura adorned only by
the feathers of the kiwi.  This wil  be the confirmation that the Board’s role to provide
assurance has supported Oranga Tamariki to achieve the aspiration embedded in its
name.

10) Te Kahu Ariki is both a literal and metaphorical cloak of assurance. The Board provides
Information
this update on how the cloak is taking shape after over one year of implementation of the
Oranga Tamariki Future Direction Plan (FDP). The overall view can be seen on the one-
page visualisation of the cloak, showing work is continuing to advance and highlighting
where at ention is still, or newly, needed.

IMPLEMENTATION OF THE FUTURE DIRECTION PLAN
Official

11) This section sets out the Board’s high-level view of progress towards implementing the
FDP.

12) In previous reports there were greyed out actions that had not yet been started or, as was
Under
the case for theme 3 last quarter, where there was a significant change to the approach.
This means that it was challenging to assess progress fairly.

13) Oranga Tamariki has reported this quarter that all actions, apart from action 1.6, are now
live.

14) Nonetheless, the Board has assessed action 1.6 through our Te Kahu Ariki framework.
Our expectation at this stage, over one year on in the FDP’s life cycle, is that all actions
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should be active. Therefore, this quarter all actions have been assessed and have been
ascribed a colour.

15) A high-level view of Te Kahu Ariki shows that the majority of the 40 actions of the FDP are
progressing as expected; 16 actions are unchanged from last quarter and 14 actions have
moved from greyed out to active (four assessed as korimako, six assessed as kākā, four
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assessed as tieke).  Excluding  the actions previously greyed out, five  actions have
improved in our level of assurance, while five have regressed.

16) In  terms  of  quantifying  progress  over  the  last  quarter,  of  the  40  actions  of  the  FDP
(including the four sub actions of action 2.5):
•  Five are kākāriki, which we ascribe to the feathers of the kiwi
•  19 are kōwhai, which we ascribe to the feathers of the korimako
•  11 are karaka, which we ascribe to the feathers of the kākā
•  Five are whero, which we ascribe to the feathers of the tieke

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17) The Board is pleased that there has been a significant shift from greyed out actions to all
actions being active this quarter. However, the Board considers overall progress on the
actions of the FDP as mixed.
Act

18) We are particularly disappointed at the progress of action 2.1 ‘Develop a Kaimahi Ora
strategy for all staff, supporting staff to have work life balance and provide regular
opportunity to debrief following traumatic events and manage the cumulative impacts of
their work’. While there is evidence of work underway for the Kaimahi Ora strategy, the
wellbeing needs of kaimahi are stil  pressing, and the activity outlined does not address
the fundamental pressures kaimahi face daily. The work to date seems to focus solely on
support options for individual kaimahi, rather than improving the wider system issues which
are the real problem.
Information

19) Another action which causes the Board concern is 2.5 ‘Develop a workforce strategy that
wil  support high-quality social work’. We are of the view that the workforce strategy is a
critical component to supporting transformation. However, at this time, we are troubled that
this  strategy is  not  receiving the support and drive needed from Te Riu.  The Board
acknowledges that there has been a lot of activity outlined by Oranga Tamariki for this
Official
action; it is difficult to identify any tangible progress from all that activity.

20) We expect,  however, to see clear progress on both actions 2.1 and 2.5  over the next
quarter. We see these as high priority items for the successful transformation of Oranga
Tamariki.
Under

21) In comparison, the Board is pleased with the progress of actions 1.7 and 4.7 which both
relate to the residences. It is heartening to see that our advice from the last quarter was
acknowledged, and action has been taken by Oranga Tamariki, particularly with regards
to addressing the here-and-now needs of young people in residences. We hope the quality
of engagement and the progress continues for us to be able to maintain confidence over
future quarters.

Released
22) The Board is also pleased with the progress of action 2.5(d) ‘Training, career progression
pathways, leadership and professional development and workforce planning’. It is good to
see priority being given to training for new social workers and supervisors, and the
development of a consistent induction programme for new kaimahi.

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23) Furthermore, we note that action 3.4 ‘ensure the delivery of Transition Support Services
to ensure that rangatahi are successfully supported to transition to independence and
prevent future generations from coming to notice’ is progressing well. However, due to the
different approach to the reporting of theme 3, this positive progress was not included in
Oranga Tamariki’s quarterly report.

24) It is acknowledged that Oranga Tamariki is an  organisation  tasked with difficult and
challenging  work with a lot of change underway all at once. This means there  are
competing priorities and resources  are  stretched.  This makes clear communication  of
priorities critical.

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The Future Direction Plan needs to be refreshed and there is a need for a prioritisation process

25) As previously outlined,  while the FDP  was  developed  in response to Te Kahu Aroha,
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Oranga Tamariki set the original actions and timeframes of the FDP in isolation and without
the Board’s input.  Sixteen months on from the release of Te Kahu Aroha, the Board
questions whether the FDP, as it stands, remains fit-for-purpose for current needs. The
FDP should be a living document that supports the organisation to flourish. The Board
muses whether a refreshed plan with revised timeframes would be of benefit to Oranga
Tamariki.

26) Theme 3 on Partnering, Relationships and Decision Making is a clear example of this.
Oranga Tamariki has reported dif erently on this section in its last two quarterly reports. It
Information
has  reported  against  ‘Enabling Communities’ rather than  against  each of the actions
originally identified under the partnering theme. We are supportive of the effort to shift the
theme to a more strategic and holistic approach to partnering so that relationships are
genuine and reciprocal.

27) However, the Board has been tasked with providing assurance on each of the actions of
Official
the FDP as written and published last year. We have found this to be challenging. As it
stands, Oranga Tamariki is not able to provide updates on the six individual actions of
theme 3, as they are seeking to be true to a genuine partnership approach rather than
respond to a top-down set of actions.

Under
28) The Board notes that, while there seems to be hesitance in changing wording of the
actions, a number of timeframes have been changed by Oranga Tamariki since the FDP
was published. We believe that this is because the timeframes set out in the FDP were far
too ambitious for the complexity and quantity of work required. A number of timeframes
were clearly not realistic. An example of this is the original commitment to close residences
within six months. On one hand we are perplexed that FDP timeframes are unilaterally
changed by Oranga Tamariki  (without notice).  However,  the wording of actions and
themes is not being adjusted so that the actions remain relevant and implementable.
Released

29) Furthermore, some actions this quarter have been marked as completed by Oranga
Tamariki as the wording of the action has been taken at face value as opposed to
considering what the action is intending to achieve. An example of this is action 1.1
‘Determine how functions are grouped for best effect, and then put in place a leadership
team to reflect this, drive further change, and set culture. This wil  ensure that professional
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social work practice is appropriately reflected at this leadership level’. The Board sees
establishing Te Riu as only one part of the action, with driving organisational change and
setting the culture as the fuller intent of the action. It is not yet clear how progress towards
culture change is advancing.  A  further  example is action 4.1 ‘Build a framework that
incorporates the current practice standards and the SWRB competency standards into one
place’. While the framework may have been developed, this is yet to be fully embedded
across the organisation, and evidence of achieving the desired outcomes is not yet clear.
We are concerned that focusing on tools rather than outcomes risks missing the point.

30) When actions of the FDP are completed by Oranga Tamariki, the Board would like to see
the focus then shift to analysing and evaluating the results achieved by that action to drive
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continuous improvement. A focus on continuous improvement is crucial for areas as
sensitive as child protection and youth justice. Both service lines are judged by high profile
cases and complaints, so Oranga Tamariki must be ready to show how it has responded
Act
strongly and consistently through best practice.

31) In  Te Kahu Ariki 3, we noted that Oranga Tamariki had committed to developing an
outcomes framework for the FDP. We see this as a critical step to ensuring clarity on: the
intentions of each action; how each component contributes to the theme; how this in turn
supports the  overall transformation;  and how the progress of each layer is  measured.
Without this framework, it wil  be dif icult to assess whether an action can be marked as
truly complete. The Board has not received an update on the development of the outcomes
framework. We hope this framework wil  be in place for the next quarterly report.
Information

32) While reviewing previous Oranga Tamariki quarterly reports for comparison, the Board has
noticed that for some actions the activity outlined as planned for the coming quarter is not
then covered in the next quarterly report. An example of this is action 5.3; last quarter there
was a broader range of activity planned for this quarter than was included in Oranga
Tamariki’s latest report. There was no reference to this activity nor  explanation as to
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whether this was no longer relevant, whether it is still planned, or on a longer timeframe.
It wil  assist Oranga Tamariki to retain the confidence of the Board if, in reporting on
previous quarterly report commitments, Oranga Tamariki includes progress of all activities
against the action.

Under
33) We urge Oranga Tamariki to consider refreshing the FDP so that, across each theme, the
actions are fit-for-purpose, the timeframes for delivery are realistic, and the intent of each
action is clear. We suggest that this is done alongside the development of the outcomes
framework to support the overall plan.

34) Additionally, we suggest that Oranga Tamariki considers four to five actions across the
plan be prioritised and actively led by Te Riu. This is so the big-ticket items will have the
attention these actions deserve. It is the Board’s view that Oranga Tamariki continues to
Released
be stretched by the broad range of commitments in play at once. The Board is happy to
support Oranga Tamariki with this work, as we consider identifying core priorities for the
coming year would be a logical part of the outcomes framework to guide the FDP.

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Incorporating actions to address system barriers for tamariki and rangatahi whaikaha

35) Refreshing  the  FDP  could  also  enable  purposeful  alignment  of  actions  towards
recommendations made in our report on system barriers for tamariki and rangatahi
whaikaha.

36) As our recommendations were accepted by the Minister, we do expect Oranga Tamariki
to now be working towards implementing these. While we  were  not expecting  great
progress on this in the time since we completed our report, we were hoping that Oranga
Tamariki’s report would provide an update on initial planning around how these wil  be
implemented. We were disappointed to not see a plan this quarter, and expect progress
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to be evident in the next quarter.

Oranga Tamariki’s focus on fundamentally shifting the response to Reports of Concern
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37) The Board is pleased to see that a focus on fundamentally shifting the response to Reports
of Concerns has been specifically highlighted in Oranga Tamariki’s latest quarterly report.
We see this as a core building block to transformation of outcomes for tamariki and
whānau.

38) We believe that this work needs to be progressed in collaboration across the Partnering,
Relationships and Decision Making/Enabling Communities and Social Work Practice
themes. This should also be alongside the commitment made in the recent practice review
Information
to strengthen intake and assessments for Reports of Concerns  and lift consistency in
assessment and investigation practice by Oranga Tamariki social workers.

39) Oranga Tamariki must also carefully consider the risks posed by unallocated queues and
the length of time those cases remain dormant. This includes for children in care as well
as new Reports of Concerns. In light of the latest practice review, the Board has a strong
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interest in understanding the action that wil  be taken to ensure volumes of ROCs and
workforce issues are not impediments to quality safety assessments being completed in a
timely way.

SUMMARY OF PROGRESS BY THEME
Under

40) In this section, we provide high-level commentary on the progress for each theme over the
last  quarter.  These are drawn from the attached  detailed table, which should be read
together with this commentary.

Theme 1: Organisational Blueprint

41) While noting there are areas of progress within theme 1, the overall culture appears to
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remain close to the situation we described in Te Kahu Aroha. That is, that Oranga Tamariki
‘is an agency that is vulnerable to being blown off course by the headwinds it inevitably
encounters  over  time’.  However, we continue to ‘acknowledge  that  Oranga  Tamariki’s
work is hard. Social workers are expected to manage ambiguity, uncertainty, and to make
judgements that no other agency or professional is called upon to make judgement, within
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link to page 155 IN-CONFIDENCE

a system that requires them to constantly reassess priorities’.1 Until there is an outcomes
framework to guide long-term progress, this vulnerability is likely to persist.

42) At the same time, the Board notes the shift in progress with residences. We are heartened
that our advice in the last quarter was acknowledged and action was taken, particularly
regarding the need to address the here-and-now needs of young people in residences.
The Board is aware that service provision at the residences continues to be tenuous. We
look forward to the next quarterly update to see how progress continues.

Theme 2: People and Culture

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43) While the Board is mindful that there are capacity issues impacting across this theme,
there is nonetheless evidence of projects being advanced. One of the inherent tensions
that must be addressed is the reality that social workers continue to carry challenging
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workloads, including high numbers of cases and increased complexity. We note that the
recent practice review commits to addressing the long-standing capacity and workload
issues. The Board will therefore be looking carefully over the coming months to see how
this progresses.

44) We believe that there is an urgent need to progress the workforce strategy, as the Board
considers this a critical component to supporting transformation. This needs to be
championed by Te Riu for it to progress further. The Board suggests meaningful
discussions take place with the Social Work Registration Board (SWRB) on the benefits
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of exploring a paraprofessional workforce as a core component of the workforce strategy.

45) We note also that the Kaimahi Ora strategy is silent on the wider system issues and
processes that impact wellbeing. To support accelerated progress on kaimahi ora, the
Board recommends choosing a critical aspect that currently challenges kaimahi ora, such
as afterhours duty and/or heavy caseloads, and starts to progress these as a priority in the
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near term.

46) While the Board has seen the Strategy on a Page document, the unique contribution and
leadership that only Oranga Tamariki can deliver is stil  not specified. As Oranga Tamariki
moves towards shared responsibility, identification of what Oranga Tamariki wil  retain as
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its core role, and what can and should be devolved, is critical to achieving transformation.

47) The Board is pleased to see priority being given to training for new social workers and
supervisors, and the development of a consistent induction programme for new kaimahi.
In time, we would like to see an evaluation of this, to be able to assess whether it supports
and  strengthens  a social worker’s understanding of their statutory responsibilities and
obligations.  Induction  must be  the foundation training that supports confident quality
statutory practice, on an ongoing basis.
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1 Te Kahu Aroha page 10
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Theme 3: Relationships, Partnering and Decision-Making/ Enabling Communities

48) Progress is evident across this theme, with all actions moved from grey in our last report
to being live this quarter. However, we note the challenge presented to assessing actions
3.1  to  3.6  due  to  the  original  actions  described  under  Relationships,  Partnering  and
Decision-Making, and the work under Enabling Communities, not being the same. Activity
and progress have been reported to us dif erently in an effort by Oranga Tamariki to shift
the theme to a more strategic approach.

49) The Board agrees with the need to take a strategic, holistic approach to partnerships and
relationships so they are genuine and reciprocal, rather than potentially fragile to the
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default position of being dictated by Oranga Tamariki. This means that the work being led
by the Enabling Communities approach  to take the theme in a more strategic and
principles-based direction is necessary. However, it is  dif icult to make connections
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between what is being reported and the specific actions of the theme. This reinforces the
need to be able to adapt the wording of FDP actions, so the actions remain relevant and
meaningful.

50) The Board has received promising reports of progress with the seven pilot initiatives in the
Enabling Communities programme. We are looking forward to the evaluation of these, as
this wil  help inform options to support more communities to meet the needs of tamariki,
rangatahi  and  whānau.  The  Board  plans  to  seek  assurance  on  progress  from  the
perspective of communities in the latter half of 2023.
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51) Furthermore, we note that the work of the Transition Support Services is progressing well.
However, due to the dif erent approach to the reporting of theme 3, this positive progress
was not included in Oranga Tamariki’s quarterly report.

Theme 4: Social Work Practice  Official

52) A number of activities within this theme have moved from grey to active, reflecting progress
across the theme. The Board remains anxious to see specific focus on, and evidence of,
active  monitoring  for  safety  outcomes  for  all  tamariki,  not  just  for  pēpi  or  through  s78
changes. The Board encourages clear messages being shared with the frontline regarding
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the available suite of options, including applications of s78 without notice, as we have
heard there is much confusion at sites. The frontline need to be confident that the right
actions for children wil  be taken at the right time.

53) The Board notes progress with the practice shift, enabling a move towards oranga as a
frame and to ensure social work practice is relational, inclusive, and restorative. The initial
roll out of the practice shift to sites appears to have gone well and to have been
enthusiastically received by frontline kaimahi. However, the work needed to embed this
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way of working is not complete and requires continued focus and strong regional and site
leadership, particularly from practice leaders. In addition, there needs to be some thinking
about the burden currently being felt by kaimahi Māori to provide expertise to colleagues,
as well as being expected to manage their own complex caseloads. This point is captured
in the feedback from kaimahi Māori set out in the section below.

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54) While agreeing with the need for the practice shift, its implementation cannot be at the
expense of a reduced focus on managing safety risks for tamariki  and rangatahi. The
Board would like to see more focus on the reporting of risks posed by unallocated queues,
the length of time those cases remain dormant including the time taken to assess Reports
of Concerns and the deal ocated cases of children in care.

55) Training, continuing professional development, and quality supervision underpins quality
social work practice. While it is promising to see progress with training, timely and sharp
evaluations wil  provide evidence that the suite of training being delivered has a return on
investment.

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Theme 5: Data, Insights and Evidence

56) The Board is pleased to note substantial progress towards improving the entire data and
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information chain, from collection, to storage, to dissemination, and finally to applied use.

57) Theme 5 asks a lot of kaimahi in terms of a behavioural and cultural shift towards greater
use and integration of data and evidence into their work. While this is a necessary shift,
data and insights should support kaimahi, not the other way around. This is also true for
supporting partners to access and utilise the information they need in order to lead
evidenced change for their tamariki and whānau.

58) Information Technology challenges (particularly CYRAS) are already placing a burden on
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kaimahi capacity.  It is important that the new system does not exacerbate this. The follow-
through to instil ing evidence-based decision-making across the organisation, and with
partners, is the core of this theme, and the Board looks forward to seeing how this is being
achieved.

FEEDBACK FROM KAIMAHI MĀORI ON THE TRANSFORMATION OF ORANGA
Official
TAMARIKI

Kei aku nui, kei aku rahi, kei ngā ringa raupā, tēnā koutou

To the many, to the plentiful, to those with calloused hands. Greetings to all.

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59) During November and December 2022, the Board engaged with ten rōpū Māori across
Aotearoa both virtually and kanohi ki te kanohi, to hear their views towards achieving the
recommendations of Te Kahu Aroha through the FDP. This amounted to engagement with
over 300 kaimahi Māori who bring a depth of expertise and cover a range of roles within
the regions. There is this critical mass in the organisation, bringing forth over 2000 years
of  combined  social  work  practice  experience.  Their  mātauranga,  underpinned  by
whanaungatanga, manaakitanga and kaitiakitanga uara, intrinsically informs and guides
their work with tamariki, whānau and communities. They are clearly committed to working
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for Oranga Tamariki to improve the lives of tamariki, whānau, hapū and iwi. The depth of
this skil  and experience should be utilised to guide transformation.

60) Throughout our engagement, kaimahi Māori spoke of their support for Te Riu. However,
they expressed their concern that many had not met their senior leaders yet and were
unaware of Te Riu’s key areas of focus to take the organisation forward. We heard that
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kaimahi  Māori  want  to  understand  the  underpinning  drive  for  the  key  decisions  being
made, and how these decisions support and contribute towards Te Riu’s vision, including
the  new  practice  direction.  Kaimahi  Māori  stressed  that  they  want the public  and their
Minister to have confidence in the quality of work undertaken by Oranga Tamariki.

61) The Board heard that kaimahi Māori are genuinely supportive of the organisation’s practice
shift, which aligns to their own values. However, they called out the unreasonable burden
on their time due to the organisation’s expectation that they wil  teach tangata Tiriti cultural
knowledge, and wil  provide support for others when working with Māori whānau. Kaimahi
Māori expressed the weight of this expectation and stated that, at times, it is a heavy load.
Many felt over-utilised, and that this contribution is often unrecognised and not always
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valued. An example of this is the assumption that kaimahi Māori wil  deliver components
of the Practice Shift in lieu of, or in support of, tangata Tiriti site leaders. This includes at
times being expected to translate and unpick concepts inherent in kupu Māori.
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62) It was noted by kaimahi Māori that there has been a significant increase in the use of Te
Reo across Oranga Tamariki. They acknowledge that the organisation works hard to grow
a common understanding across all kaimahi on the concepts and meaning of dif erent
kupu. The Board agrees that it is important that the use of kupu by the organisation is fully
contextualised, respected, and valued.

63) We heard that the use of expert Māori positions, including Māori practice coaches and
kairāranga, are welcomed by kaimahi Māori. They encourage the growth of these positions
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being available to sites and regions to support the embedding of the Practice Shift and to
support kaimahi when working with tamariki and whānau.

64) The Board is unaware of there being a current Māori Strategy in place at Oranga Tamariki.
We would like to see the development of one that is focussed on the overarching vision of
the organisation, working in partnership with iwi and directly supporting Te Riu in achieving
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the strategic objectives. Kaimahi agreed with the need for this. They are aware that there
is an approved Pacific Strategy and so they wonder at the absence of a Māori strategy.

High level summary of feedback from kaimahi Māori

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65) Communication from national office and regional office to the frontline is at times confusing
and overwhelming, resulting in an overload of information. Kaimahi Māori advise that they
struggle to ascertain what should be prioritised, and this impacts on  their inability to
implement and action everything at once. The overwhelming feedback to national office is
that there is a continual demand to do ‘extra’, yet there is rarely instruction to stop doing
anything. We heard consistently that the load on the frontline remains crippling.

“It’s hard to understand what the priorities are so we can steer our sites to those, its
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overwhelming the amount of stuff that comes out of National Office”

“We need clarity from the leadership team to ensure we can do the best job”

66) Kaimahi  Māori  spoke  about  the  disconnect  between  national  office  and  the  frontline,
particularly when decisions are made that directly impact them. An example of this is the
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adoption of new and keyless electric vehicles with start buttons located near the passenger
area, making it dif icult and dangerous when transporting young people. It is imperative
that frontline kaimahi with practical knowledge are included in decisions that directly affect
them and the day-to-day realities of social work. While kaimahi Māori accept that the goal
of national office is to support the frontline, their plea to decision-makers is for them to
seek feedback from sites, so that the best decisions can be made for kaimahi, tamariki,
and whānau.

67) The Board is aware that there are financial constraints across the organisation. Kaimahi
Māori  highlighted  that  the  financial  constraints  of  the  organisation  are  now  directly
impacting on their ability to provide reasonable support for tamariki and their whānau. The
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financial  constraints  are,  for  some  kaimahi  Māori,  impacting  on  their  ethical  and
professional decision-making. At times, the lack of financial support for plans and orders
leaves kaimahi embarrassed, coupled with a sense of hopelessness that this will change.
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68) We also heard that current financial constraints are impacting on the ability of site and
regional managers to manage workload demands. There is inconsistency across the motu
on roles that have green-light approval status. Some sites have been told that key positions
that support social work functions are not currently able to be replaced, including youth
workers, kairāranga and change leads. Kaimahi Māori are concerned that sites cannot
meet the current work demands without being appropriately resourced. The recent practice
review highlights that these concerns are valid.

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“We had a really good change lead, but they left and haven’t been replaced. They were
not a green light role. We don’t backfil  positions. Then we are encouraged to take
leave for kaimahi ora. But you can’t rest because you are always thinking of work, and
you know there is nobody looking after your caseload”

69) Kaimahi Māori expressed concern that the organisation incorrectly prioritises spending.
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One example which was highlighted was the significant cost for new laptops across the
organisation when the current laptops in use were only a few years old. Regardless of the
rationale for why the replacement was needed, kaimahi position was firm that investment
in tamariki and whānau plans and orders need to be the priority.

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70) Sixteen months ago, Te Kahu Aroha called out that there was evidence of a workforce
under pressure that lacks professional leadership and support for social workers. We went
on to say that Oranga Tamariki social workers are negotiating a complex and increasingly
pressured environment,  where dif icult decisions are legitimised using risk advice and
policy regimes which do not always support quality engagements, well-reasoned
assessments or subsequent decision-making. Kaimahi Māori spoke about the potential for
ramifications when they use their professional social work voice. Some spoke about not
feeling confident or supported to express their professional concerns to site or regional
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leaders. A number of kaimahi raised a culture of bullying in their sites and regional teams.

“If you raise anything you are told you need to think about if this job is right for you? If
you go against the grain, you are seen as being uncooperative, often isolated”

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71) Kaimahi Māori reassert that it is time that the professional social work voice takes back its
mana, and its view is considered at all levels of the organisation. The Board agrees that it
is imperative that Oranga Tamariki listens and reacts appropriately to reasoned and
professional judgements.

72) A significant number of kaimahi Māori spoke about feeling supported by their supervisors.
They appreciated the advocacy on their behalf regarding a range of matters including
financial requests, and that well-reasoned assessments and judgements should be taken
seriously and supported. Social workers highlighted that supervisors try their best to
provide quality support and direction. Kaimahi Māori stressed that the provision of quality
support is impeded by supervisor workloads. Supervisors often find themselves in hybrid
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roles, covering both their substantive position and social work caseloads,  due to sites
carrying numerous vacancies.

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73) Another frequent theme we heard throughout our engagement with kaimahi Māori is that
there are limited pathway options for progression within the organisation. This is felt keenly
by those on the frontline, including social and residential workers. Kaimahi Māori want
options and opportunities to move beyond these roles into leadership and management
positions so that a strong Māori lens can be applied at key decision-making and discussion
forums.

74) The Board acknowledges the recent internal communications seeking applications for a
10-month  Emerging  Māori  Leaders  programme  in  conjunction  with  Te  Kawa  Mataaho
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Public Service Commission. Currently, this opportunity is only available to kaimahi who
are aged between 23-30  years  old.  Kaimahi  Māori  have  asked  the  Board  to  use  its
influence to talk to Te Kawa Mataaho to extend the upper age-range particularly, given
some are not ready to take this opportunity before 30 years of age. The Board feels that
extending the age range for this programme wil  ensure that all age groups can aspire to
leadership roles.
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75) We were encouraged by kaimahi Māori providing positive feedback on the Tū Māia training
programme which supports kaimahi to build their cultural capability and competences. This
is a critical tool for supporting the organisation to understand the need to devolve
resources and services to iwi providers and partners.
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“Tū  Māia  has  been  awesome.  It’s  an  awesome  introduction  for  kaimahi  regarding
colonisation and tikanga. I think it should be rolled out nationally or should at the least
be part of induction”

76) Many  kaimahi  Māori  spoke  of  their  motivation  to  engage  meaningfully  with  their
communities about strengthening responsiveness to Māori within the social sector. This
includes iwi and hapū being the lead on prevention and early support. Several kaimahi
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Māori provided examples whereby iwi are leading roles in the community, including the
delivery of Family Group Conferences. They acknowledged that for some regions, further
work and relationship building are necessary for the services to be embedded and
successful. Kaimahi Māori are passionate and commit ed to working with partners.

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77) Furthermore, there is a sense of excitement about the future and about the growing
discussion and momentum towards the devolution of a range of responsibilities that
Oranga Tamariki sites currently deliver. Kaimahi Māori have a sense that the delivery of
direct services by iwi will soon be a reality.

78) A  number  of  Oranga  Tamariki  kaimahi  Māori  delegates  recently  attended  the  Oranga
Tamariki national Māori caucus hui and were excited about the reigniting of the national
and regional rōpū working as a collective. They were heartened by the commitment made
by the Chief Executive to support their mahi, and they acknowledged the leadership of the
Pou Tikanga. Kaimahi Māori are committed to the organisation’s kaupapa and to delivering
quality services and being responsive to tamariki and whānau.
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Next steps

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79) The  Board  greatly  valued  the  recent  engagement  with  kaimahi Māori. We  know these
kaimahi are commit ed to improving outcomes for tamariki and their whānau. They are
poised to support Te Riu, and progress towards the future direction of Oranga Tamariki.
Kaimahi  Māori  are  hopeful  for  the  future,  while  they  are  mindful  of  the  potential  for
uncertainty due to the challenging nature of balancing safety and protection with culture
change. In order to grow confidence that transformation wil  be enduring, they want to hear
and see Te Riu in person, and be able to engage regularly in conversations that contribute
to strengthening and stabilising Oranga Tamariki now and for the future.

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FEEDBACK FROM PASIFIKA KAIMAHI ON THE TRANSFORMATION OF ORANGA
TAMARIKI

“From the heart of our Pacific people, we want a successful Oranga Tamariki”

80) During October and November 2022, the Board engaged with Pasifika kaimahi across
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Aotearoa to hear their views on progress towards the future direction of Oranga Tamariki.
We were also  aware  that  the  Oranga  Tamariki  Pacific  Strategy  2021-2024 and draft
implementation plan were approved by the leadership team in March 2022, and we were
interested in finding out more about the progress of this mahi. It became clear to the Board
throughout  our  engagements  that  the  Pacific  Strategy  had  not  been  socialised  with
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frontline kaimahi, as a significant number of kaimahi we spoke to were unaware of the
existence of the strategy and its recommendations.

High level summary of feedback from Pasifika kaimahi

81) Kaimahi  spoke  about  the  importance  of  both  regional  and  national  Pasifika  support
functions. Pacific Peoples are not a homoegenous group and kaimahi strongly advocate
for dedicated ethnic-specific Pacific cultural advisors to ensure all Pacific nationhood and
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cultures are respected. This is also important to ensure the most culturally appropriate and
relevant support for tamariki from Pacific communities.

82) Current data highlights that the majority of Pasifika kaimahi are employed in functions such
as residential workers, administrative roles, and frontline social worker roles. There do not
seem to be easily accessible pathways and opportunities for kaimahi to move beyond
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those roles in the organisation, and we were told there are limited opportunities for Pasifika
staff to be appointed into roles of influence and change. Currently, there is minimal
representation of Pacific voices at the leadership level, and kaimahi advocate strongly for
Pasifika  to  be  represented  in  senior  leadership  positions  to  elevate  Pasifika  voices  at
decision-making tables.

83) Overwhelmingly, kaimahi spoke of their commitment to Oranga Tamariki and the
communties they serve. The notion of ‘service’ was strongly highlighted as an integral
value of Pasifika kaimahi. Being of service goes wider than their employment at Oranga
Tamariki, it spans to their local communities, churches, and sporting groups. We heard
that the obligation and responsibility to be of service often goes beyond normal working
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hours.

84) Pasifika  kaimahi are  commit ed  to  supporting Oranga  Tamariki to  be successful.  They
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want to see Pasifika at the forefront along with tangata whenua when projects or initiatives
are being considered.

Oranga Tamariki Pacific Strategy objectives and related feedback

85) To highlight themes identified in recent talanoa, the next section outlines the five objectives
of the Pacific Strategy and sets out some of the kaimahi feedback.

Objective 1: Enabling Pacific Communities
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86) The Board were given examples of regional and local partnering initiatives with
communities that are working well. This  includes  the Tongan resource panel in
Tāmaki Makaurau and the Lower South. We heard that the enduring relationships with the
local Samoan Advisory Board and the Fijian Community Commit ee is enabling decisions
to be made collectively that respond to and meet the needs of Pasifika tamaiti and aiga.
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To progress with future focused initiatives and partnerships, we believe that resourcing is
required to support the needs of Pasifika aiga at the regional and community level.

Objective 2: Quality Social Worker Practice

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87) The  Board  heard  many  examples  of  frontline  Pasifika  kaimahi  being  asked  to  provide
cultural support for their colleagues, and to lead cultural practices and celebrations on top
of their primary role. While some kaimahi are happy to take on these additional
responsibilities, it was reported that the expectation came without consideration of their
workloads or any insight into the level of their cultural knowledge.

88) Most kaimahi advocated strongly for the organisation to recognise the uniqueness of the
full range of Pacific nations. There was a strong view that specific cultural advisor roles
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across the organisation would ensure that the various cultures of Pasifika nations underpin
the work of Oranga Tamariki. These roles would also support frontline responsive practice,
located  at  the  regional  level  to  support  Pasifika  aiga  decision-making.  This seems to
accord strongly with our recommendations in Te Kahu Aroha, and the building momentum
towards devolution of aspects of Oranga Tamariki’s responsibilities and resources, in order
to improve outcomes for all tamariki and their whānau and communities.
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89) Pacific-focused induction, training, and ongoing professional development for all social
workers is an area that requires attention and improvement.
  “I am worried that tamaiti wil not receive the proper support if social workers are not
guided on how to connect. So many colleagues are not familiar with how we are as
Pacific  people.  There  is  always  a  comparison  between  us  and  Māori,  there  are
similarities, but we are different”

“There are lots of frameworks for each of our cultures but there is a lack of training. I
recall having induction in 2019.  I found it was too tokenistic. I haven’t heard of Va'aifetū
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since my induction”

90) At the same time, kaimahi from another region highlighted the use of the Va'aifetū cultural
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framework:

“Over the past 3 months our site has provided three cultural reports to the family courts
using the Va'aifetū cultural framework”

Objective 3: Pacific Workforce

91) A consistent theme we heard throughout our engagement with Pacific kaimahi this quarter
was the need to establish pathways for Pasifika kaimahi to progress from frontline roles to
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leadership and management roles. Kaimahi spoke strongly about the absence of Pacific
representation in senior leadership roles across the organisation. According to current
data, Pasifika kaimahi employed by Oranga Tamariki are over-represented in enabling
roles when compared with management or leadership roles.

92) The Board heard of kaimahi  experiences  where  they felt  strongly  that they had been
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subjected to either conscious or unconscious bias. Examples of this include the common
practice of allocating Pacific tamariki cases to Pacific kaimahi, and the limited opportunities
Pacific kaimahi feel they have had to progress or be considered for secondment
opportunities within the organisation.

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93) Pasifika staff felt that, at times, their world view and experiences were not valued and were
sometimes silenced.

“There are no Pasifika in leadership roles in my region. I don’t feel that we (Pasifika)
are considered for progression”

“We want to provide a voice at the table where it matters”

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94) The Board acknowledges the recent internal communications seeking applications for the
Tū Mau Mana Moana programme to enable Pacific leaders to explore and deepen their
ancestral knowledge, empowering them to develop their leadership skil s and move into
more senior roles across the public sector. We are advised that this opportunity is currently
only available for tier 4 or tier 5 kaimahi with leadership or people management
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responsibilities. The Board encourages more accessible pathways to remedy the under-
representation of Pasifika at tier 2, 3, and 4 roles.

Objective 4: Pacific Narratives, Evidence, Data, and Insights

95) The Board notes that many Pasifika kaimahi in the regions were not aware of the Pacific
Strategy but whole heartedly supported the objectives  when advised of them. Further
socialisation of the strategy across all kaimahi is imperative to strengthen the
organisation’s  response  to  Pasifika  aiga  and  their  communities  to  be  able  to  deliver
tangible outcomes that are both positive and sustainable.

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96) The Board has been provided with current data regarding ethnicity sourced from the case
management system (CYRAS) and we have been advised that this data does not
accurately reflect tamaiti whose whakapapa is both Pasifika and Māori. The collection of
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multiple ethnicities is an area that must be improved to ensure te tamaiti’s aiga and whānau
are recorded correctly so tamariki can receive the most relevant support for their needs.

97) We were informed that several sites operate a paper-based system in addition to CYRAS
so they can record information of relevance to Pasifika tamaiti and aiga that comes to the
organisation’s notice. The parallel system ensures that there is current and accurate
information available so kaimahi can access, contact, and share community knowledge to
support the aiga.

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“CYRAS is often not correct. There is a high percentage of Māori and Pasifika, we want
to do something with that information. We are trying to put a system in place. We can
provide support and can find specific supports for consultations etc”

“Sometimes a social worker sees someone’s last name on a new report of concern
and assumes this name is Māori so their ethnicity in CYRAS is recorded as Māori when
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in fact they are Pasifika or half Pasifika”

Objective 5: Cross-Agency Collaboration

98) The Board has heard that Pasifika kaimahi are supportive of OTAP and work to hold other
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government agencies to account for providing responsive services to Pasifika children and
young people  with otherwise unmet needs,  or  where  Oranga Tamariki is  not the right
agency to be leading support. We understand that currently the wait times for services for
Pasifika young people and their aiga is often 9-12 months which is too long. This is similar
to what we understand to be the case for rangatahi Māori.

Next steps

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99) The Board greatly valued our recent engagement with Pasifika kaimahi as we heard some
new and compelling ideas and challenges that, if addressed or expanded, could
strengthen Oranga Tamariki’s change journey. We look forward to regular updates on the
implementation and progress of the Pacific Strategy to ensure that the vision and strategy
objectives are realised. In addition, the Board encourages Oranga Tamariki to ensure the
voices  of  Pasifika  kaimahi  are  included  and  represented  in  all  areas  of  OTAP. These
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voices should also be included across Oranga Tamariki’s work to devolve where needed,
and to deliver continuously improving services and support to Pacific children and aiga
when Oranga Tamariki is best placed to do so.

FOLLOW UP FROM TE KAHU ARIKI 3 ON OUR ASSESSMENT OF PROGRESS AGAINST
THE RECOMMENDATIONS OF OUR 2021 RESIDENCE REPORT

100)  In Te Kahu Ariki 3, the Board identified four key areas in which we needed further
information to be able to provide assurance that work is being progressed in line with the
recommendations of our 2021 residence report and the Future Direction Plan actions 1.7,
4.4, 4.5 and 4.7. These areas were:
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•  the steps being taken to ensure the safety of the rangatahi and staff in residences, in
particular youth justice residences (17-20 year olds),
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•  the plan to address the significant demand for care and protection residential
placements,
•  the progress and preparation of the suite of community care options which over time
wil  replace the care and protection residences,
•  update on progress against the Residence Report recommendations from the Care
and Protection residence leadership group.

101)  The Board met with Oranga Tamariki residential leaders to get an update since the
last quarter on the progress of work they are leading to address these four areas. The next
Information
section outlines what we heard. We acknowledge that the leaders we met with showed
they had listened to the concerns we outlined and had worked hard to establish a plan to
address the issues.

The steps being taken to ensure the safety of the rangatahi and staff in residences, in particular
youth justice residences (17–20 year olds)
Official

102)  The Board is assured that there is now evidence of strategic planning in place to
respond to the older cohort of young people placed in Youth Justice residences. This
includes a Joint Violence and Aggression plan being developed to mitigate the impact of
the increased risk of violence this older teen cohort can pose to other young people and
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staff in the residences. It also includes a Health and Safety assessment to identify areas
of concern. This work is at an early stage, so we look forward to receiving a progress report
next quarter.

The plan to address the significant demand for care and protection residential placements

103)  The Board is encouraged by initial work underway to respond to the demand for care
and protection placements in residences. This includes the Care Response workstream
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which is  a  care  investment and planning  project.  We  understand that this work wil
commence in early 2023, with a tentative implementation date of July/August 2023. We
would encourage this work to move at pace and we welcome regular updates on progress,
including any emerging barriers.

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104)  In addition to the above, the Board is keen to hear the progress of growing community
capacity to support young people with a broader range of more fit-for-purpose residential
support options. This  includes  repurposing  resources to meet emergency placement
demands, which should reduce the need for tamariki and rangatahi to stay in motels or at
sites when other care options or placements are not available.

105)  The demand on residential services across the motu has been responded to by Epuni
Residence utilising its latent beds for a short period of time to help address the growing
waitlist for care and protection residential beds. We consider this to be a promising sign of
the flexibility to move support to immediate needs, while continuing with the planned
growth in community options. As we said in Te Kahu Ariki 3, both of these are needed.
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106)  The progress of the Oranga Tamariki Action Plan (OTAP) and the collective action
committed to by all relevant government agencies through it, is crucial to ensuring key
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government agencies take responsibility for providing resources that meet the health,
disability and education needs of tamariki and rangatahi. This should help avoid the delays
that we hear have often been experienced in accessing appropriate and timely services
for tamariki and rangatahi. There has been too much reliance on what Oranga Tamariki
can provide,  and inadequate consideration of what other government agencies are
responsible for providing.

The progress and preparation of the suite of community care options which over time wil
replace the care and protection residences
Information

107)  The Board has received  an update on the progress of expanding the suite of
community  care  options  through  Te  Oranga  o  Te  Whānau.  The  Board  is  particularly
interested in the readiness and capacity of local governance groups within communities to
create new and innovative models of care.

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108)  We would welcome an update on the governance of Te Oranga o Te Whānau and we
are pleased to hear that the Oranga Tamariki Disability and Pasifika Chief Advisors will be
represented. Their involvement is important to ensure that this work is inclusive.

Update on overall progress against the Residence Report recommendations
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109)  The Board acknowledges that there have been delays in responding to the
recommendations of the residences report due to capacity issues and competing priorities.
We know that  Oranga Tamariki cannot change everything at once. The work to
standardise job titles is an example of where there have been delays due to capacity
constraints, and we are pleased to hear that traction is now being made on this.

110)  It is a positive step that the induction programme ‘Te Waharoa’ has been modified for
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the distinct needs of both the Youth Justice and Care and Protection residences. We are
pleased to hear it is being rolled out for new kaimahi across the motu.

111)  The Board is also pleased to hear that Care and Protection has allocated resources to
review the Standard Operating Procedures (SOPs) that set out procedures within Youth
Justice residences. We acknowledge they must consider the legislative differences and
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applicability for the care and protection residential settings. We look forward to hearing
about further progress with the SOPs for both Youth  Justice  and  Care  and  Protection
residences in early 2023.

Next steps

112)  The Board is pleased that Oranga Tamariki has taken on board the concerns raised in
our residences report. The original plan for residences placed a heavy emphasis on the
future  at the exclusion of current challenges. It is promising to see that this has now
broadened  to  allow  a more evenly  balanced and considered response that  takes  the
immediate needs of residents and residences into account, as well as any future
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opportunities. We are encouraged by the shift in focus to ensuring the current demand for
residential services is being addressed. At the same time, we have heard the commitment
of Oranga Tamariki residential leaders to continue to drive and seek out future-focussed
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alternatives  for more fit-for-purpose residential care options with Kaupapa  Māori
organisations and community partners.

113)  The Board welcomes regular engagement with both Youth Justice and Care and
Protection  residential  leaders  to  keep  informed  of  progress  and any barriers being
encountered.

UPDATE  ON  THE  BOARD’S  DISABILITY  REPORT  RECOMMENDATIONS  AND  THE
ORANGA TAMARIKI DISABILITY STRATEGY
Information

114)  In August, the Board provided an addendum report to Te Kahu Aroha, outlining seven
recommendations to address system barriers for tamariki and rangatahi whaikaha, their
whānau  and  caregivers.  These recommendations were accepted.  We expect Oranga
Tamariki to now be working towards implementing these.

Official
115)  We do not expect there to have been great progress towards  implementing the
recommendations in the couple of months since we completed our report. However, we
were hoping that Oranga Tamariki would at least update us on the early thinking of how
they intend to implement these in the future. This was unfortunately not covered in Oranga
Tamariki’s quarterly report, nor was it covered in updates to the Board. For our next
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quarterly assurance report we expect that a plan wil  have been developed by Oranga
Tamariki, and progress wil  be evident.

116)  The Board has been advised that the Oranga Tamariki Disability Strategy has met
delays but that it should be on track for completion by mid-2023. We wil  continue to work
with the Oranga Tamariki Chief Advisor Disability to support this mahi.

117)  We are also pleased that the Disability Advisory Group has now been appointed. We
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look forward to this group making a positive impact and supporting the drive for tamariki
and  rangatahi  whaikaha,  their  whānau  and  caregivers  to  be  taken  into  consideration
across all aspects of Oranga Tamariki’s work.

118)  We note that separately, a complementary disability evidence plan has been approved
and shared with the Board. This evidence plan proposes a considered and systematic
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evidence programme for the next two to five years. Key components of this plan include
monitoring, evaluation, research and learning. This plan is important to address the current
lack of targeted data capture and analysis on tamariki and rangatahi whaikaha.

119)  As a final comment, the Board is pleased to see that Oranga Tamariki is taking into
consideration the needs of tamariki and rangatahi whaikaha across specific actions of the
FDP. We urge all FDP action owners to consult with the Oranga Tamariki Chief Advisor
Disability when planning activity under their assigned action, to ensure an inclusive and
joined up approach.

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ASSESSING PROGRESS WITH IMPLEMENTATION OF THE FUTURE DIRECTION PLAN
IN 2023

120)  At over one year into the implementation of the FDP, our assessment is of mixed
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overall progress. While some activities are progressing well, progress towards the
intention of themes and towards the overall transformation is not as evident as we had
expected. This is in part due to the continued absence of an outcomes framework for the
FDP, meaning that not all progress underway is counted and reported in the same way by
Oranga Tamariki.

121)  While some activities are reported as completed, there is a risk that the intent of the
action has been forgotten. The Board is strongly of the view that it is now time to adjust
the FDP actions and themes where necessary to ensure they are relevant, achievable,
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and supporting overall transformation. Refreshing the FDP should be done in concert with
the outcomes framework so over the next year there is greater transparency on progress
made, and timeliness of the FDP actions remain on track.

122)  In terms of Board engagement in the latter part of 2023, the Board intends to engage
with a range of independent groups to test the impact of FDP progress. This will include
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checking in with whānau and communities to test the effect they are seeing and feeling as
a result of effort and energy invested in the FDP.

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TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Board high-level assurance summary
The focus of Oranga Tamariki for the next 18 months
While noting areas of progress within Theme 1, overall culture appears to remain close to the situation we
Implementing the organisational reset below the leadership team, confirming regional boundaries
described in Te Kahu Aroha – that is, Oranga Tamariki is vulnerable to being blown off course by the
and the new operating model. Strengthening the feedback and complaints system through
inevitable headwinds that arise through the nature of the hard and challenging work of child protection and
immediate improvements and commencing implementation of a broader plan to deliver ‘fit for-
safety and youth justice, and without certainty of its core role and purpose. Until there is an outcomes
whānau’ complaints experiences. Progressing Residential Care and Other Matters Bil , as well as
framework to guide long term progress, this vulnerability is likely to persist.
integrating Service Delivery initiatives under the Te Oranga o Te Whānau Portfolio, to support the
transition plan to close residences. Supporting tamariki and whānau participation in existing
At the same time, the Board notes the shift in progress with residences. The Board is heartened its advice in
practices and processes and Future Direction Plan change initiatives, building towards a future state
Q3 was acknowledged and action was taken, particularly regarding the need to address the here-and-now
systematic approach to tamariki and whānau participation and influence on decision-making.
needs of young people in residences. The Board is aware that service provision at the residences continues
to be tenuous. We look forward to the next quarterly update to see how progress continues.
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Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Act
0-6 month activities (September 2021 – March 2022)
1.1
Determine how
Completed
• DCE People, Culture and  While all members of Te Riu have now been
Potential to align with: overarching
Phase 2
Korimako
functions are
Enabling Services has
appointed, the Board notes there has been
recommendation 1 regarding upstream
grouped for best
Timeframe to
been appointed (starting
some recent shifts within the team and
prevention; overarching recommendation 2
Leaders have
effect, and then put in  deliver: April 2022
in role 31 January
organisational culture continues to be uncertain  regarding purpose, including restoring the
been replaced.
place a leadership
2023).
and unstable. Addressing organisational
mana of social work and the OCSW; and
Based on the
team to reflect this,
See FDP 1.1, page
culture is what we believe underpins this
overarching recommendation regarding
Kōrero Mai
drive further change,
7
action. We do not therefore agree that this
ensuring all within Oranga Tamariki
survey,
and set culture. This
action can be described as either BAU or as
understanding their role in contributing
confidence in Te
wil  ensure that
completed.
recommendation 20, but this wil  be
Riu is not high.
Information
professional social
dependent on implementation of form.
The Board
work practice is
There needs to be a plan on how
would like to see
appropriately
organisational culture wil  be addressed by Te
progress with
reflected at this
Riu.
the Outcomes
leadership level.
As we stated in our previous report the need
Framework.
for an overarching outcomes framework was
accepted by Oranga Tamariki. The Board looks
Official
forward to progress on this as we consider it is
urgently needed to help stabilise organisational
culture.
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IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.2
Alongside the
In Progress
We are moving into the second phase of our
Now that the DCE Service Delivery is in  Not directly associated  1.3
Korimako
development of a
transformation. Whilst discussions continue at Te Riu
place, the Board has received an initial
with any specific Te
1.5
new operating model,  Timeframe to
regarding the prioritisation and sequencing of further
briefing on an indicative approach to a
Kahu Aroha
1.6
consider what
deliver: June 2023
structural change below the leadership level, we wil
new operating model. We were advised
recommendation
Phase 2
functions and models
also be partnering with PricewaterhouseCoopers (PwC)  that the current timeframe for
best support
to help us drive our transformation work programme
completion for this model is mid 2024.
subsequent change
See FDP 1.2, page 7
forward. PwC wil  form part of a blended team with
The Board feels that this is too long a 1982
below the leadership
Oranga Tamariki staff to take this work forward.
timeframe and strongly assert that this
team.
needs to be in place earlier.
Over the next quarter:
We understand that some changes
Act
• The Quality Practice and Experiences group wil
below the leadership team are starting
release its proposal for consultation to staff on a
to be considered. However, we are
proposed structure and release a decision.
concerned that with the new operating
• The Office of the Chief Social Worker wil  continue to  model not yet in place, any early
establish and recruit for roles.
changes may lead to unnecessary
• Māori Partnerships and Communities are developing  disruption for kaimahi.
a proposal for change for consultation to staff,
We understand the communications
subject to resourcing
plan has been put on hold over the last
quarter, and we look forward to
Beyond the next quarter:
progress in the coming months.
Information
• DCEs System Leadership and People, Culture and
Enabling Services are likely to propose changes
next calendar year.
Official
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Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.3
Reset Oranga
In Progress
As discussed in our November
The Board has received an initial briefing on an
Potential to align to all three  1.5
Korimako
Tamariki regional
presentation to MAB on this action and
indicative approach to resetting the Oranga Tamariki  overarching
1.6
boundaries to have
Timeframe to
action 1.5, this quarter is focussed on
regional boundaries. This work is at an early stage.
recommendations 1-3, and:
2.3
With the DCE
one common set
deliver: October
the preparatory work needed for this mahi
The Board provided feedback on the long timeframe  3 - Understanding what
Phase 2
Service Delivery in
across the agency
2023
to progress:
for delivery proposed by Oranga Tamariki. We note
regional governance
place, this work
that better reflect the
*indicative time
• Refresh outcomes and benefits
in response, that the delivery timeframe has now
arrangements exist
has commenced
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communities it
frame only – this will
• Clarify scope and approach
been accelerated.
4 – Ring-fence resourcing
with an indicative
serves.
be confirmed
• Roadmap
to support regional planning
approach.
through detailed
• Governance
We would like to see evidence that any impacts or
6 – Responsiveness to
scoping and the
unintended consequences of regional
Act
business case
• Budget and resourcing
boundary changes wil  be carefully considered.
partners
process
• Programme business case (for this
7 – Community workforce
action and action 1.5) - dependent on
Changes need to be beneficial for whānau and
communities rather than based around
needs
See FDP 1.3,
resourcing.
organisational convenience.
8 – Local helplines
page 8
11 – Developing social
This quarter, we wil  also begin
The Board expects to see the plan for the regional
sector workforce plan
communicating the vision and approach for  boundary reset, together with the model for resource  16 – Triage from NCC to
this action with Te Riu, regional and local
allocation to be developed under action 2.3.
communities
leaders, kaimahi, and national office.
We look forward to providing a further update in our
19 – Ensure adequate
resource for communities to
As the preparatory work indicated above
next quarterly report.
lead upstream prevention
develops, we wil  be able to update you on
Information
how we wil  engage externally on action
1.3.
Beyond the next quarter:
The indicative timeframe we shared with
you for resetting Oranga Tamariki regional
boundaries to have one common
Official
set across the agency is by end of October
2023 - alongside structural change for
regional leadership (see action 1.5).
Actions 1.3 and 1.5 wil  be managed within
a single programme. Under
Work to deliver Actions 1.3 and 1.5 wil
enable and progress delivery on Actions
1.6 and 2.3.
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IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
0-6 month activities (September 2021 – March 2022)
1.4
Strengthen the
In Progress
Improvements to residential grievance process (building on work to
The Board has received a briefing on
Aligns with the
5.1
Kiwi
feedback and
date)
the progress of the work to strengthen
Residence Report
5.3
complaints
Timeframe to
1. Implementing new forms and tools with updated information and language  the feedback and complaints system.
and potentially with
5.5
system so it is
deliver:
across the residences (April 2023).
We were pleased to hear of the
recommendation 5
5.6
‘fit-for-whānau’,
2. Delivering pilot for digital access to the grievance process and looking at
continued focus on immediate
of Te Kahu Aroha
and ensures
Delivery of
other mechanisms that rangatahi can use (scoping by March 2023).
improvements to the system, as well
with respect to
that tamariki,
improvements to
3. Teaching ‘making a complaint as a social skil ’ across residences with
as the future design work.
ensuring voice of
rangatahi and
residential
VOYCE (initial scoping December 2022).
tamariki and
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their whānau
grievance process
4. Improving investigation standards and training two components: 1.
A particular initiative which is encourag
rangatahi are at the
have their
is in progress
Improving the standards of reporting; workshops (December 2022-
ing is the work in the residences to sup
centre of all
voices heard
(ongoing)
January 2023). 2. Investigator training module review, includes updated
port tamariki and rangatahi to exercise
planning and
Act
and have
advocacy guidance (VOYCE) and advice regarding updated forms and
their right to make a complaint. Oranga  delivery
confidence in
Delivery of a fit-for-
relationship and communication between concurrent investigation
Tamariki acknowledges that the
the process.
whānau system –
streams (HR, Police/site, Grievance). Expected date of release of training
current system is not fit-for-purpose.
design is in
(end June 2023).
To address this, work is being
progress with
5. Increasing profile of advocacy in residences. This is being delivered by
undertaken to provide different
implementation
VOYCE with the first deliverables (expected end December 2022).
pathways using digital technology. This
from March 2023
Develop and implement fit for whānau complaints, grievance,
work continues to be progressed.
onwards
information, assistance and advice processes
The future design work to develop a fit-
*Previously reported
• Co-design with tamariki, rangatahi and whānau an experience roadmap for  for-whānau feedback and complaint
as delivered
fit for whānau feedback, complaints, information and advice systems and
process is being supported by VOYCE
by July 2023.
processes. Led by VOYCE Whakarongo Mai (December 2022).
- Whakarongo Mai. At this time, the
Timeframe for
• Develop a Service Blueprint and tools for implementing co-designed
focus is on gathering feedback from
Information
completion is
determined by scope
experience roadmap (first draft December 2022).
the users. We look forward to seeing
of change identified
• Develop and implement a prioritised/sequenced plan for wide scale
the service blueprint available in Febru
through tamariki and
implementation of Service Blueprint ensuring VOYCE Whakarongo Mai,
ary 2023, and to an outline of the
whānau co-design
tamariki, rangatahi and whānau have a quality assurance role (February
timeframe for its
2023 onwards).
implementation. We are pleased to
Improvements to
Improvements to existing feedback and complaints processes
hear that the disability advisors have
existing feedback
• Reviewing policy and guidance to ensure decision making pathways are
been included in this work, as we
Official
and complaints
optimised and clarity of best practice standard (ongoing & finalised end
understand that a high proportion of
processes
March 2023)
tamariki and rangatahi in residences
(ongoing)
• Addressing recording enhancements to enable greater consistency in
have a degree of disability, including
recording of site led complaints activity (ongoing incremental change, main
developmental challenges.
See FDP 1.4, page
IT changes before end of 2023).
We see there is a lot of activity planned
9
• Enhancing Quality Assurance activities over coming quarter across the full
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range of complaints pathways (ongoing, some already implemented,
for the next quarter, and look forward
review completed by end March 2023).
to seeing tangible progress from this.
Improving accessibility
• Design of leaflets and posters for sites and multimedia information based
on insights from tamariki, rangatahi and whānau (some elements being
created and launched by end March, all by end June 2023).
Relational Practice
• Offering greater flexibility in resolution meetings to meet feedback
providers' needs (ongoing)
• Engagement with all Site Managers to share best practice in restorative
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complaints practice (anticipated for February 2023).
It is expected that improvements and learnings from Manaaki Kōrero can be
transferred across residential settings (e.g, remand, special group homes and
community homes) with opportunities to align processes and practices.
Note: Timeframes are subject to change. As we are working in partnership
and engaging with community, deliverables for this project need flexible
timeframes to support a collaborative, partner led approach.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
6-12 month activities (March 2022 – September 2022)
1.5
Develop an
In Progress
As discussed in our November presentation to MAB on this action and
As we commented on for Action 1.2, now
Potential alignment  1.3
Kākā
operating
action 1.3, this quarter is focussed on the preparatory and foundational work
that the DCE Service Delivery is in place,
with overarching
1.5
model that
needed for this mahi to progress:
the Board has received an initial briefing on
recommendation 1
1.6
drives locally
Timeframe
• Refresh outcomes and benefits
an indicative approach to a new operating
with respect to
2.3
led, centrally
to deliver:
• Clarify scope and approach
model. We were advised that the current
enabling upstream
2.5
enabled ways  staged
• Roadmap
timeframe for completion for this model is
prevention.
Phase 2
of working.
delivery up
• Governance
mid-2024. We think that this timeframe is too
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to June
• Budget and resourcing
long, and the operating model needs to be in
2024
• Programme business case (for this action and action 1.3) – dependent on  place earlier.
*Indicative
resourcing.
Act
timeframe
The Board’s advice to Oranga Tamariki is
only – this
This quarter, we wil  also begin communicating the vision and approach for
that in order to develop a successful
will be
this action with Te Riu, regional and local leaders, kaimahi, and national
operating model, it needs to be clear on its
confirmed
office. This includes building connection with key FDP actions to ensure
purpose, and what as an organisation it
through
drivers of our future ways of working (such as Enabling Communities, the
should uniquely be delivering. We are still
detailed
Practice Programme, Te Oranga o Te Whānau etc.) influence and support
not satisfied that this is clear.
scoping and
how this mahi develops (ongoing).
the business
case
process.
As the preparatory work indicated above develops, we wil  be able to update
you on how we wil  engage externally on actions 1.5 and 1.3. We wil  also
progress discussions with the PSA about their involvement in this action Information
See FDP
(ongoing)
1.5, page 10
Beyond the next quarter:
The indicative timeframes we shared with you for the indicative scope items
(which are subject to change a result of the preparatory work for this action
indicated above):
• Decision on the future structure of sites (end of May 2023).
• Decision on the future structure of regions and regional boundaries (end
Official
of August 2023).
• Implement regional structure and boundary changes (end of October
2023).
• Deliver local and regional leadership capability uplift (between October
2023 and end of the 2023 calendar year).
• Implement site structure (including a refreshed site and regional
Under
accountability framework and financial delegations (early in 2024 -
dependent on the delivery timeframes on the points above).
• Phase 2 delivery Regional governance framework; Regional planning
framework; Regional support and enabling network (delivered by end of
June 2024 - dependent on the delivery timeframes on the points above).
If the preparatory mahi for this action planned for the next quarter results in
significant changes to the indicative timeframes above, we wil  update you
on this with a clear rationale for why the change is needed.
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Mapping and management of interdependencies with other initiatives [e.g.,
Enabling Communities, Te Oranga o Te Whānau, Tamariki and Whānau
Participation approach, Partnering Strategy, Investment Strategy and
Workforce Strategy (see Action 2.5)] wil  occur on an ongoing basis.
Work to deliver Actions 1.3 and 1.5 wil  enable and progress delivery on
Actions 1.6 and 2.3.

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.6
Ensure the operating
Not yet
Next quarter, as part of the
As with actions 1.2,1.3 and 1.5 the progress of this
Potential to align with
1.3
Tieke
model allows the
progressed
preparatory analysis for action
action relies on the development of the new
overarching
1.5
agency to invest
1.5, we wil  be scoping this action
operating model which is stil  in an early stage, with
recommendation 1 with
1.6
The Board notes that
more resources and
Timeframe to
and developing a plan for how this  a timeframe for completion currently set at mid-
respect to enabling
Phase
Oranga Tamariki reports
staff into early
deliver: TBD
action wil  connect in with and be
2024.
upstream prevention.
this as the last remaining
support
delivered as part of the mahi for
action that has not
1982
See FDP 1.6, page
1.5.
The Board was presented with a briefing paper on
commenced. Regardless,
11
prevention. Feedback was provided. We look
forward to continuing to support Oranga Tamariki
the Board has chosen to
with this work.
assess this under our Te
Kahui Ariki framework,
Act
We have been advised that the Investment Strategy
rather than grey it out. This
to support this work has not yet been developed.
is considering the FDP is
We expect a progress update in the new year.
now 16 months on from
publication and all actions
within it should be live by
now. We note this work is
dependent on the
investment strategy which
is urgently needed.
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
1.7
Through a fit-for-
In Progress
• Respond to Te Riu review of paper on
The Board has recently received a briefing on the
1.7
Korimako
purpose transition
alternatives to Oranga Tamariki Care and
progress of this action. In response to the comments
4.7
plan, close our
Protection residences (November 2022).
in the Board's third quarterly report, Oranga
The Board is pleased
current care and
Timeframe to deliver:
• More detailed planning across the
Tamariki acknowledges that the work on the future
with the conceptual shift
protection
June 2023
workstreams and organisation functions
state care options wil  be considered alongside, and
in recognising the urgent
residences and
and subsequent growth in the joining up
not at the expense of, the current needs of the young
requirement to meet the
replace them with
of our functions to meet the integrated
people who require a residential placement. The goal
immediate needs of
a model that
See FDP 1.7, page 11
needs of partners (ongoing).
to move to alternative and different care options
rangatahi while
1982
enables tailored
and close the care and protection residences requires
designing future options.
care for tamariki
careful and considered planning, supported by
with high and
forecasting of the future needs of the young people.
Over the next quarter
Act
complex needs.
The Board supports alternative approaches to the
the Board wil  be looking
current residential offering being explored with
for tangible delivery,
community partners. We encourage careful
otherwise this wil  be at
consideration of the potential to repurpose current
risk of not progressing.
residences that may offer alternative ways to
meet specific needs of tamariki and young people for
short focused periods of time.
The Board understands that Te Riu has been
provided a paper on alternative pathways of care,
including addressing the current waitlist for residential
Information
placements, and that further planning across the
organisation is taking place.
The Board is concerned that the timeframe to deliver
this action is set for June 2023. A critical question for
Te Riu is whether this timeframe is realistic?
The Board welcomes early engagement on the future
planning and the current strategies to manage the
Official
high demand for complex and residential placements.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
ORGANISATIONAL BLUEPRINT
Tohu
Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
12-24 month activities (September 2022 – September 2023)
1.8
Place the voices
In Progress
Workstream 1: Strengthen existing participation practice and
The Board received a short briefing on the
Potential to align with
1.4
Korimako
of tamariki and
processes
progress of this action. It appears that progress
overarching
1.5
rangatahi at the
Timeframe to  • Develop kaimahi guide on use of refreshed My Rights My Voice  may have slowed this quarter.
recommendation 2 with
centre of
deliver: June
booklet to support tamariki to voice their needs (June 2023).
respect to ensuring that
decision-making
2023
• Develop engagement tools and resources, with emphasis on
The updates we have received to date
social workers have the
at all levels and
(timeframe to
younger tamariki and disabled tamariki, to assist kaimahi to
have primarily been based on information
capability and capacity
support tamariki
be updated in
support tamariki to voice their needs (June 2023)
gathered by surveys. As stated in our last
to deliver effective
1982
and whānau to
future report)
• Strengthen and utilise Practice Quality Assurance mechanisms
report, we feel that this is only one mechanism
support, as well as
participate in and
to drive continuous improvement of practice that supports
to hear and reflect the voices of tamariki,
recommendation 5 re
be central to
See FDP 1.8,
tamariki and whānau participation (ongoing).
rangatahi, whānau and caregivers which could
ensuring the voice of
decision-making.
page 12
Workstream 2: Ensure tamariki and whānau participation and  limit participation. In the next quarter we would
tamariki and rangatahi
Act
influence in FDP change initiatives
like to hear more about the full range of
are at the centre of all
• Provide feedback and perspectives from tamariki and whānau
mediums being used to gather input.
planning and delivery.
to support planning and implementation of exiting residences
That said, we are interested in seeing the full
(APs 1.7 and 4.7) (December 2023).
results of Te Tohu o te Ora which should be
• Continue to work with FDP team on accountability mechanisms  made available through Te Mātātaki 2022 by
to evidence tamariki and whānau voice across FDP initiatives,
March 2023. We have been initially advised
including possible role of monitoring dashboard (March 2023)
that the participation rate was lower and there
• Appoint care experienced rangatahi to Advisor Tamariki and
was little shift in the experiences of tamariki
Rangatahi Voice role. This person wil  advocate for rangatahi
and rangatahi compared with last year's survey.
voice in FDP initiatives identified as priorities by care
experienced rangatahi (February 2023).
The Board is aware that there is a lot of activity
Information
• Work with Disability team and Disability Advisory Group to
planned for the next quarter under this action,
make visible voices of disabled whānau and tamariki across
and we look forward to being updated on
specific FDP initiatives (June 2023).
progress. We are particularly interested in the
Workstream 3: Determine critical elements of future state
engagement tools and resources available to
participatory models
kaimahi to support younger tamariki and
• Share examples of whānau led decision making approaches,
tamariki whaikaha to voice their needs.
and tamariki and whānau views on voice and participation, to
Additionally, we would like to hear more about
Official
support embedding of tamariki and whānau participation
the examples of whānau led decision-making
practice in transformation initiatives (eg, operating model, Te
approaches outlined by Oranga Tamariki.
Oranga o Te Whānau, Enabling Communities) (March 2023).
Workstream 4: Gather and share insights to support
understanding of tamariki and whānau
Perspectives
Under
• National results from Te Tohu o te Ora and organisational
response publicly available through Te Mātātaki 2022 (by the
end of March 2023). Interim national results available for
internal purposes (from November 2022).
• Term for the current Youth Advisory Group ends mid November
(was extended). Term for new group commences February
2023, wil  include two members from current group. Between
November and February work wil  continue to advance YAG
advocacy and priorities. Opportunities for one off input from
alumni have been offered.
Released
• Develop and implement systematic approach to bringing voice
and insights from VOYCE Whakarongo Mai youth council and
kaiwhakamana into this action as an additional channel for
tamariki voice (December 2023)
• Provide Oranga Tamariki leadership with insights from
caregivers about enablers and barriers to supporting
participation of tamariki in their care and recommendations for
ways to strengthen their role (ongoing).

Board high-level assurance summary
IN-CONFIDENCE
PEOPLE AND CULTURE
TE KAHU ARIKI
While the Board is mindful that there are capacity issues impacting across this theme, there is nonetheless evidence of projects being advanced. One of the inherent tensions
that must be addressed is the reality that social workers continue to carry challenging workloads, including high numbers of cases and with increased complexity. We note that
The  focus  of  Oranga  Tamariki  for  the  next  18  the recent practice review commits to work to address the long-standing capacity and workload issues, and will therefore be looking carefully over the coming months to see how
months
this progresses. We consider there is an urgent need to progress the Workforce Strategy, as the Board considers this a critical component to supporting transformation. This
Improving  the  organisation’s  cultural  capability,  build
the Kamahi Ora Strategy, make available key supports  needs to be championed by Te Riu for it to progress further. The Board suggests meaningful engagement needs to take place with the SWRB on the benefits of exploring a
for  front-line  staff  for  their  wellbeing,  while  also  paraprofessional workforce as a core component of the Workforce Strategy. We note also that the Kaimahi Ora Strategy is silent on the wider system issues and processes that
beginning  to  develop  the  Workforce  Strategy  (both  impact wellbeing. To support accelerated progress on kaimahi ora, the Board recommends choosing one or two critical aspects that challenge kaimahi ora currently, such as
internal and wider sector) and embedding positive and  afterhours duty and/or heavy caseloads, and start to progress these as a priority in the near term. While the Board has seen the Strategy on a Page document, the unique
safe  workplace  model  standards  and  culture  across  contribution and leadership that only Oranga Tamariki can deliver is still not specified. As Oranga Tamariki moves to devolve, it is critical that there is shared clarity of what
the organisation.
Oranga Tamariki will retain as its core role and what can and should be devolved or delivered in partnership.
Tohu
Action
Current Activity Activity Planned
Assurance Summary
Te Kahu Aroha
Link
1982
0-6 month activities (September 2021 – March 2022)
2.1
Develop a Kaimahi
In Progress
• Consult with kaimahi and their
The Board acknowledges the significant amount of
Potentially aligns with intent
2.2
Kākā
Act
Ora strategy for all
representatives on the Draft Wellbeing
planning and discussion being undertaken.
of overarching
2.3
staff, supporting
Timeframe to
Policy including, Care; PSA; NUPE;
Nevertheless, we are disappointed with the progress
recommendation
2.4
The Board is of
staff to have work
deliver: June
APEX; People & Leadership; Health &
towards Kaimahi Ora. Much of the work to date has
2, and specifically
the view that this
life balance and
2023, with longer
Safety Reps; Health & Safety team;
been centred on support options for individual kaimahi,
with recommendations
action does not
provide regular
term work 2-4
Legal team. Consultation wil  conclude
and there is not enough focus on improving the wider
12 – Improve induction,
reflect the depth
opportunity to
years (end 2025)
(December 2022)
system issues and processes.
training and professional
of need, and
debrief following
development;
therefore does
traumatic events
See FDP 2.1,
• Continue with consultation on the
From our engagement with kaimahi at all levels, the
13 - Ensure social workers
not address the
and manage the
page 13
Wellbeing Support Framework
Board has identified that there is a chasm between the
have the capacity and
urgent need for
cumulative impacts
including planning for the deployment
strategic and conceptual thinking of the organisation,
capability for both case and
a focus on
of their work.
of customised support mechanisms for
Care & Protection Residences and
and implementation, particularly at regions and at
reflective supervision; and
kaimahi ora.
Information
Lower South Region SCaF sites.
sites. Kaimahi advise that they feel an absence
14 – Lift training
Planning to be completed by (March
of 'kaimahi ora’. This gap is confirmed by Pasifika
in legislative parameters.
2023).
kaimahi and kaimahi Māori we engaged with.
• Using Kōrero Mai survey results,
The Board considers the Kaimahi Ora strategy as critical
finalise the organisation's
scaffolding for the transformation of Organa
Psychological Health Assessment as a  Tamariki. However, we assert that frontline kaimahi are
baseline for Benefits Measurement by
the priority, as it is these kaimahi who respond to the
Official
(December 2022).
safety and protection concerns of children and young
• Continue Union Engagement, consider  people. The Kōrero Mai survey concurs with this
representation / lead in Kaimahi
assertion and calls out the need for clear, authentic,
Reference Group, by (December
values-based leadership from Te Riu and third tier
2022).
leaders.
Under
• Present to Pacific Forum on Kaimahi
The Board is keen to be engaged in a discussion about
Ora Scope and deliverables including
setting a plan to commence the implementation
Wellbeing Policy and Wellbeing
of the Kaimahi Ora strategy. This must make visible and
Support Framework (December 2022).
accessible the supports and procedures that are
• Develop proposal for future
available to all kaimahi, including to support kaimahi to
organisation Wellbeing Function:
feel well placed and supported to be able to
consider kaimahi - people leader
appropriately respond to the diverse range of needs of
interactions; current support from
tamariki.
Benestar/WellNZ; Wellbeing Support
Released
Framework as an input; resource
Should Te Riu consider the timeframes set out in the
estimates, FTE/OPEX implications
FDP unachievable, an adjustment to the timeframes
(March 2023).
needs to be considered.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
2.4
Develop for all staff,
Completed
Tū Māia training programme
The Board has been advised that the first
General alignment with overarching  2.1
Kiwi
in conjunction with
cohort of 390 kaimahi have now
recommendation 2 in its focus on
the three whare
*Training programme
• Ngā Tauihu o Ngā Wānanga are
completed the 21-week training
ensuring a workforce fit for the
We note that
wānanga, a suite of
developed by the 3
evaluating the participants’ experience  programme, Tū Māia. We were advised
needs of tamariki, rangatahi, and
Oranga Tamariki
appropriate cultural
wānanga.
and expect to report in December.
in the last quarter that due to fiscal
their whānau.
has identified
competency
• Explore options for a second intake in
constraints the next cohort of participants
some challenges
1982
programmes, to
Ongoing delivery and
2023 calendar year and potentially a
was put on hold. We have now been
due to financial
ensure staff can
monitoring of cohort 1
and considerations for
third intake in same calendar year.
updated that Oranga Tamariki are hoping
constraints, and
engage with whānau
cohort 2 in 2023, in
Capacity of both Ngā Tauihu o Ngā
to get the second cohort enrolled in the
we would like to
and wider
Act
addition to progression of
Wānanga and Oranga Tamariki wil  be  2023 year, and hopefully before the end
see this addressed
communities in
complementary initiatives
a primary feasibility indicator.
of the F23 financial year.
so that future
culturally responsive
to improve organisational
progress is not
ways.
cultural capability
• Explore accreditation and further
The Board is interested in seeing results
hindered.
Note: this Action only
training pathway options alongside
of the baseline survey and evaluations of
partially describes
Timeframe to deliver:
Ngā Tauihu o Ngā Wānanga.
Tū Māia, which we are advised should be
We acknowledge
the work being done
June 2022
Te Hāpai Ō Resources
available in February 2023.
the note from
by Te Hāpai Ō to
Oranga Tamariki
improve
See FDP 2.4, page 15
• Launch Te Hāpai Ō resources on
We acknowledge the work on Te Hāpai Ō
that this action only
organisational
MyLearn to coincide with the release
continues to progress well.
partially describes
cultural capability
of the Te Hāpai Ō cultural capability
baseline report.
the work being
The Board notes that this action is
done by Te Hāpai
Information
• Ongoing refinement and delivery of Tū  described as completed by Oranga
Ō to improve
Māia training and Te Hāpai Ō
Tamariki. However, this action needs to
organisational
resources (through June 2023).
be about continuous cultural
cultural capability.
Te Hāpai Ō Cultural Capability
improvement. We look forward to
We consider this
Baseline
providing more assurance on this in our
an example of
next quarterly report.
where the FDP
• Quality assure and design report.
should be refined
Official
• Release results of baseline survey.
so that it remains
fit for purpose.
Te Hāpai Ō Evaluation
• Develop framework, approach and
tools.
Under
Te Reo Māori strategy
• Defer development of a Te Reo Māori
strategy to 2023/24 financial year
while we, Oranga Tamariki builds
critical mass for cultural capability and
then can naturally progress toward a
focused Te Reo Māori strategy.
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.5
Develop a workforce
In Progress
• Workforce Strategy Report to Chappie
The Board has received a further update on the
Potential to align with
Korimako
strategy that wil
Te Kani and Te Riu, including future
Workforce Strategy. There has been some progress
overarching
support high-quality
Timeframe to deliver:
state approach, next steps, and action
made against activities outlined in Q3, however some
recommendation 2 with
social work, which
June 2024
plan (November 2022).
timeframes have not been met, resulting in work being  clarifying the purpose
wil  include (2.5a-d):
deferred in some aspects of the programme of work
of Oranga Tamariki,
Progress for this
See FDP 2.5, page 16.
• Social Worker Workforce Strategy
report presented to Ministerial Advisory
for this action.
including who the
action is promising
Board, Social Work Registration Board
organisation exists to
in some areas,
1982
(SWRB) and Aotearoa New Zealand
We are of the view that the Workforce Strategy is a
serve, strengthening
while slow in
Association of Social Workers
critical component to supporting transformation, but
professionalism and
others.
(ANZASW).
we do not have confidence that the Workforce
voice for social work,
Strategy is receiving the commensurate support and
lifting capacity and
Act
• Team Review, Reset, Recharge Hui set  drive needed from Te Riu to reflect this. The Board
capability for
for 5/6 Dec to develop next 12-month
acknowledges that a lot of activity is underway, but
supervision, induction,
workplan in conjunction with SWRB and
the essence of progress is difficult to identify. In the
training, professional
ANZASW (December 2022).
next quarter, the Board expects to receive a report
development and
• SWRB Sector wide workforce strategy
highlighting the tangible progress made.
building a workforce fit
kick off hui attendance (December
for purpose for the
2022).
At the time of writing, no update has been
needs of tamariki,
provided on the Regional Disability Advisor roles.
rangatahi, whānau and
• Update Wall Walk presentation in
the community.
preparation for wider delivery starting
Te Kaha Aroha highlights the need for a workforce
early 2023 with key external
strategy that supports the delivery of high-quality
Information
stakeholders.
social work. It has been 16 months since Cabinet
• Development of programme’s next
approved this, yet the Board cannot provide
steps for the social work workforce
assurance that this work has adequately progressed.
strategy.
The Board encourages Oranga Tamariki to consider
• Internal and external Communications
the achievability of these actions within the specified
and Engagement plan begins.
timeframes set out in the FDP.
Official
• New team members expansion to
include key external stakeholders
The Board continues to stress that throughout the
(ANZASW, SSPA) via secondment for
development of the workforce stream, particularly in
next phase of project (December 2022 –
relation to exploring an allied workforce, a public
January 2023).
safety lens must be applied to all parts of this
work. Working closely with SWRB wil  support this.
• Develop Tactical Workforce Plan which
Under
is intended to address the immediate to
The Board celebrates the announcement of the
short term critical workforce issues our
expansion of Social Workers pay equity claim.
front line kaimahi are experiencing, while
However, the impact of this announcement may be
the organisation concurrently implements  significant for Oranga Tamariki. The Board is not
its new strategy and operating model.
aware of any mitigation strategies to offset the
• Residence resource identified to join
possibility of significant numbers of social work staff
team to focus on what is the workforce
exiting the organisation.
plan for high and complex needs within
the residence environment.
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
12-24 month activities (September 2022 – September 2023)
a)
Clarifying the role
In Progress
• Feedback on Future State Scenarios from Te Riu.
The Board is concerned that there has
May align with respect to
Kākā
of Oranga
Reiterations made (December 2022 – January 2023).
been no discernible progress on this sub
clarifying the purpose of
Tamariki social
Timeframe to
action.
Oranga Tamariki, and
workers, and
deliver: June
• Development of tactical enterprise view for related
overarching
other
2023 - Internal
programmes of work (November 2022 – January 2023).
Whilst the Board has seen the Strategy on
recommendation 3 in
professionals;
Workforce Plan
• Develop kaimahi communications and workshop plan
a Page, articulation of the unique
relation to the role of
(December 2023 – January 2023).
contribution of Oranga Tamariki is still
Oranga Tamariki within the
1982
See FDP 2.5(A),
not specified. As Oranga Tamariki moves
broader government
page 16
towards shared responsibility with iwi and
ecosystem.
communities, identification of what wil  be
retained and what may be devolved wil  be
This action does not fully
Act
critical in shaping the future. It wil  also be
reflect the overarching
important that the impacts that tamariki,
recommendation 2 with
rangatahi and their whānau experience
regards to clarify the
from these changes are carefully evaluated  purpose of Oranga
over the long term.
Tamariki.
b)
Working
In Progress
SWRB led Sector Workforce Strategy hui attendance
The Board notes the report of continued
Potentially aligns with
Korimako
alongside the
(November - December 2022).
engagement and discussions with SWRB
overarching
Information
SWRB and
Timeframe to
and ANZASW. In the next quarter, we look
recommendation 2 with
ANZASW to
deliver: June
• Support options memo for Chief Executive co-developed
forward to those discussions resulting in
relation to clarifying the
continue to build
2024 - Sector
with SWRB for assistance in sector workforce development
tangible actions.
purpose of Oranga
the social work
Workforce
and cross agency work group (November – December
Tamariki, and
workforce
2022).
recommendations 12 and
See FDP 2.5(B),  • Secondment opportunities Terms & Conditions confirmed
13 with respect to
page 16
and arranged with ANZASW and Social Service Providers
improving induction,
Official
Aotearoa (SSPA) (December 2022 – January 2023).
training, personal
development, and
capability and capacity for
supervision.
c)
Identifying the
In Progress
• Attendance to Enabling Communities Hui (Nov 2022)
Communities, regions and sites are
Potential to align with
EC
Kākā
Under
workforce needs
depending on the development of the
recommendation 7 re
of the community,  Timeframe to
• Continued information gathering on regions and
workforce and investment strategies, and
engagement for community
regions and site
deliver: June
communities’ readiness for devolution of services and
the identification of the role of Oranga
planning as this should
2024
workforce requirements for this shift to occur (ongoing – this
Tamariki in the sector. Delays impede
include consideration of
Implementation
wil  be an ongoing activity and wil  be dependent on regions)
progressing the workforce needs of these
workforce needs for the
wil  be dependent
• Expanding the workforce team to include external members  three groups.
community.
on readiness of
via secondments (ANZASW, SSPA) (Dec 2022 – Jan 2023)
regions and
We reiterate our comments in
external
partners/iwi
Te Kahu Ariki 3 that going forward, it is vital
that the key voices of the Social Work and
Released
See FDP 2.5(C),
NGO Social Sectors are heard in the
page 17
planning of the future sector, and including
the workforce to meet the needs of tamariki
and rangatahi whaikaha. The Board looks
forward to a well-developed workforce
strategy that wil  over time underpin a
sustainable and enduring response to
individuals and communities that require
support and assistance.

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.6
Invest in the
In Progress
Quality Practice and Experiences are presenting
Te Kahu Aroha highlights the need for urgency to
Potential to align
1.1
Kākā
capability of leaders
an overview of the Supervision Approach that
support and train frontline leaders. The progress
with
1.3
(especially frontline
Timeframe to deliver:
describes our response to this action to the
update states that there has been more work
recommendation
1.5
leaders) to ensure
Ministerial Advisory Board in November.
undertaken on strengthening the capability of
13 with respect to
1.6
shifts to practice
Group Supervision
supervisors to support frontline practice. However,
capacity, and time,
1.8
and culture take
2023
Group Supervision
alongside supporting supervisors there needs to
space, and priority
2.6
place that support a
• External supervisors are being sought to
be consideration of investment in developing site
for supervision.
4.1
locally-led,
Bi-Cultural Supervision
provide group supervision, induction to
and regional leadership capability. We look 1982
Also potentially
4.3
centrally-enabled
Tool In Trial 2022
commence early 2023 to deliver alongside an
forward to progress being made. We anticipate
recommendation
4.8
way of working and
internal cultural supervisor,
that any leadership training in this area wil be
17, to reclaim the
Phase 2
that support
Leading Practice
exploring opportunities to use our
evaluated for impact.
intent behind
Act
tamariki and
Induction Feb 2023
kaitiakitanga graduates who are registered
Family Group
whānau to
Social Workers.
Oranga Tamariki has called out that supervision is
Conferences to
participate and be
Kaitiakitanga
• Supervision sessions commence (Late
a critical factor in successfully shifting practice.
empower whānau
central in decision
Programme March
January/early February 2023).
We agree and note this includes also the need for
decision making.
making.
2023
supervisors to have an understanding of disability.
Bi-Cultural Supervision Model
We look forward to the outcomes of the
See FDP 2.6, page 18
• Evaluation and iterations for national roll out.
evaluations and the progress of the 96 supervisors
we were told participated in the pilot.
Leading Practice
• Programme is targeting new Supervisors,
The Board notes that regardless of this training,
Practice Leaders, and Team Leaders of
supervisors and practice leaders must have the
Information
Social Workers.
capacity to provide their social workers with quality
guidance and critical reflection. Currently the
Kaitiakitanga Post Graduate Programme
capacity of supervisors and practice leaders is
• Applications to open end of November with
inconsistent. A number of supervisors and practice
enrolments expected to be finalised in
leaders are covering vacancies and hold
(January/February 2023).
caseloads, which risks reduced oversight of their
• Programme commences in (March 2023).
social work team.
Official This action also talks to a broader outcome of
supporting tamariki and whānau to participate in
and be central to decision-making. We look
forward to hearing about progress on this aspect.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
PEOPLE AND CULTURE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
2.7
Establish trained
In Progress
• Meeting with Te Oranga o Te
Progress on this action appears to be at an
May align, to some extent, with the
2.5
Tieke
specialist caregiving
Whānau is planned, with the view
embryonic stage, with the Board yet to receive
intent of overarching
roles for our high and
Timeframe to
to continue integration of Service
any information relating to this work.
recommendation 1, and has
Phase 2
complex needs
deliver: TBC
Delivery initiatives into the Te
potential to align with workforce
tamariki that
Oranga o Te Whānau Portfolio
We are disappointed at the slow progress of this
development.
recognise the skills
*Timelines are being
(Late November).
action. As we stated in Te Kahu Ariki 3 there is a
required to work with
revised and wil be
persistent theme from all levels of the
This action should be further
our most vulnerable
dependent on
• Develop scope (including disability
organisation, as well as community providers,
developed to address gaps
1982
tamariki and enable
scoping activities and
vs high needs clarification),
that there is a scarcity of specialised placements identified in the Board’s recent
appropriate
resourcing
milestones, impact/outcome,
and trained specialist caregivers. This was
report on Disability matters.
remuneration and
discussions
completion and dependency
further supported by the findings in our
Act
ongoing development
criteria (March 2023).
See FDP 2.7. page
residence and disability reports where we
and support to be
18
• Establish Steering Committee to
highlighted the urgent need for specialist
provided.
govern this mahi (December
placements and caregiving roles with the skil s
2022).
and knowledge to support tamariki and rangatahi
• Understand, bid for and acquire
whaikaha, young people with high and complex
fiscal and people resource
needs, and their whānau.
(February 2023).
We expect to see significant progress on this
• Confirm Project Plan and
action in the next quarter in order to be able to
timeframes (April 2023).
provide assurance.Information
Official
Under
Released

IN-CONFIDENCE
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
TE KAHU ARIKI
Board high-level assurance summary
The focus of Oranga Tamariki for the next 18 months
Progress is evident across the theme, with all actions moved from grey in our last report to being live this quarter. However, we note
Over  time,  many  of  the  services  and  supports  for  tamariki  and  their  whānau
the challenge presented to assess actions 3.1-3.6 due to the reality that the original actions described under Relationships, Partnering
currently  led  by  Oranga  Tamariki  will  change.  Māori  and  communities  will  lead
and Decision-Making, and the work under Enabling Communities, are not the same. Activity and progress has been reported to us
the development, design and delivery of solutions that meet the needs of tamariki
differently in an effort to shift the theme to a more strategic approach. The Board agrees with the need to take a strategic, holistic
and whānau in their communities. The footprint of Oranga Tamariki will reduce
approach to partnerships and relationships so they are genuine and reciprocal, rather than potentially fragile to defaulting to being
allowing  its  social  worker  workforce  to  respond  to  those  who  need  critical  and
dictated by Oranga Tamariki. This means that the work being led by the Enabling Communities approach to take the theme in a more
immediate help.
strategic and principles-based direction is necessary. However, this makes it difficult to make connections between what is being
reported and the specific actions of the theme. This reinforces to the Board the need to be able to adapt the wording of FDP actions,
These  changes  require  Oranga Tamariki  to  think  very  differently  about  its  core
so the actions remain relevant and meaningful. The Board notes the good work of the Transition Support Service in actively working
operations,  who  it  partners  with  and  how  those  partnerships  with  Māori  and
to expand their reach. We have also received promising reports of progress with the seven pilot initiatives in the Enabling
communities  are  funded.  Enabling  Communities  through  Tracks  One  and  Two
Communities programme. We are looking forward to the evaluation of these, as this wil  help inform options to support more
1982
are fundamental to delivering these shifts.
communities to meet the needs of tamariki, rangatahi and whānau. The Board plans to seek assurance on progress from the
perspective of communities in the latter half of 2023.
Tohu Action
Current
Activity
Assurance Summary
Te Kahu Aroha
Link
Activity
Planned
Act
0-6 month activities (September 2021 – March 2022)
3.1
Work with iwi and
See FDP 3,
See FDP
The Board has recently been made aware of a series
While still early in terms of
1.3
Kākā
community leaders
pages 19-22
3, pages 19-22
of community hui that, depending on regional priorities and
design completion and
1.5
and Regional Public
leadership, have included Regional
delivery, this work is
1.6
There is a challenge with
Service
Public Service Commissioners, Pasifika communities, and
showing clear potential to
1.7
assessing actions 3.1-3.6 fairly as
Commissioners in
Regional Disability Advisors, as well as iwi and strategic
align with the intention of
2.5
Relationships, Partnering
each region to
partners. The focus of these hui has been on existing
Te Kahu Aroha, to support
3.2
and Decision-Making and
identify opportunities
partners and services, with a view to stablise and build on
communities to lead
3.3
Enabling Communities are not the
to co-design services
these relationships, in order to support and adjust the system
upstream prevention, and
3.4
same. The Board feels that the
and co-locate with
to respond better to whānau. We look forward to formal
recommendation 11 with
3.5
Enabling Communities
Information
partners.
updates from these hui in the next quarter.
respect to developing a
3.6
approach offers the way forward in its
As reflected within the action itself, the Regional Public
social work sector
articulation of fundamental principles
Service Commissioners can potentially play a useful
workforce strategy that
to base progress on. How this theme
leadership role to bring the government system together at
meets the needs of the
is refined and reported on needs to be
the regional level, and we particuarl y wish to hear how this is
community also.
worked through in the next quarter.
developing.
Official
The Board has seen the initial Partnering Strategy and notes
progress in this space. However, it is clear that more
consultation and engagement is needed to refine and enable
successful implementation of the strategy. We encourage
Oranga Tamariki to also continue to develop proactive data
sharing mechanisms with communities so that communities
Under
are best placed to make good decisions.
The Board is concerned about the lack of visible traction in
the delegating of functions from sites to community groups
and NGOs. To date most of the change has been focussed
on the movement of one-off or adhoc roles, depending on
local leadership. This piecemeal approach does not offer
transformational change. The Board considers there would be
merit in Oranga Tamariki getting this work underway on a
more strategic footing, starting with a pilot region.
Released

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
0-6 month activities (September 2021 – March 2022)
3.2
Greater investment in
See FDP
See FDP 3, pages 19- The Board notes that the Ministers have approved
Potential to align with
1.4
Korimako
partners with a
3, pages 19-
22
the drawdown of funds from B21 and B22
overarching recommendation 1 in  1.6
particular focus on
22
contingencies, giving Oranga Tamariki access to an
relation to prevention focus, as
3.1
There is a challenge with
early support.
additional $37m towards “Supporting Partners and
well as recommendation 4 to
3.5
assessing actions 3.1-3.6 fairly as
Whānau in Greatest Need” and the “Enabling
ring-fence funding for regional
Relationships, Partnering
Partners and Communities”.
investment.
and Decision-Making and
1982
The Oranga Tamariki partnering strategy notes that
Enabling Communities are not the
effective investment may be hindered by the
same. The Board feels that the
absence of a clear investment model. This wil  make
Enabling Communities
Act
measuring and evaluating this investment difficult. It
approach offers the way forward in
wil  be important that some of this investment is
its articulation of fundamental
used in the area of early support to take pressure off
principles to base progress on. How
sites, and to enable referral to more general support
this theme is refined and reported on
when statutory interventions are not the identified
needs to be worked through
path.
in the next quarter.
The development of the organisation's investment
strategy is critical to ensuring this investment is
successful in achieving outcomes with a particular
focus on early support.
Information
The Board further notes the need to advance data
sharing with iwi and strategic partners, so they can
scope the kind of investment needed, on what
timeframes, so that they can support their tamariki
and whānau. This should be done in alignment with
action 5.3 to share data, and should also be carefully
considered within the development of options for the
Official
replacement of the case management system
(action 5.2), as it is important to identify the range of
data that needs to be captured, and how this is best
done.
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
6-12 month activities (March 2022 – September 2022)
3.3
Fundamentally shift
See FDP
See FDP
The Board has been advised that a scoping
This action has potential to align with
3.2
Kākā
how we assess and
3, pages 19-
3, pages 19-22
hui wil  be held soon between the Quality
overarching recommendation 1 in
4.6
There is a challenge with
respond to reports of
22
Practice and Experiences group, the Māori
relation to supporting upstream
assessing actions 3.1-3.6 fairly as
concern with our
Partnerships and Communities group
prevention. Otherwise, aligns to some
Phase 2
Relationships, Partnering
partner agencies to
(representing action 3.3), and the action
extent with recommendation 16 with
and Decision-Making and
ensure collaborative
point owners of 1.5 (working on regional
respect to the National Contact Centre,
Enabling Communities are
1982
decision-making and
boundaries), to consider the practice review
noting Cabinet endorsed this, as with all
not the same. The Board feels
support at the earliest
findings and next steps.
other recommendations of Te Kahu
that the Enabling Communities
possible point.
While we acknowledge the need for a
Aroha. There is otherwise no
approach offers the way forward
Act
coordinated approach to this work across the  corresponding action on the NCC in the
in its articulation of fundamental
organisation, it is critical this does not
Future Direction Plan.
principles to base progress on.
become an impediment to commencing this
How this theme is refined
work with urgency.
and reported on needs to be
worked through
The Board looks forward to a fulsome update
in the next quarter.
and to see the resulting plan.
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
RELATIONSHIPS, PARTNERING AND DECISION-MAKING
Tohu Action
Current
Activity
Assurance Summary
Te Kahu Aroha
Link
Activity
Planned
6-12 month activities (March 2022 – September 2022)
3.4
Ensure the delivery
See FDP
See FDP
The Board received a fulsome briefing and written report outlining the
Linked to the
5.1
Korimako
of Transition Support
3, pages 19-
3, pages 19-
continuing progress of the transition service.
Residence Report
There is a challenge with
Services to ensure
22
22
(exiting Youth
assessing actions 3.1-3.6
that rangatahi are
While the service continues to be frustrated by capacity constraints, it has
Justice or Care
fairly as
successful y
expanded to now offer its service to 67% of rangatahi and to increase the
residences to
Relationships, Partnering
supported to
number of provider options. Oranga Tamariki is mindful that there is more
uncertain support)
and Decision-Making and
transition to
work to do to reach its aim of all eligible rangatahi having the opportunity
Enabling Communities are
independence and
to take up transition support should they wish. The Board is concerned that
not the same. The
1982
prevent future
33% of rangatahi leaving care are not being offered the support they are
Board feels that the Enabling
generations from
entitled to.
Communities
coming to notice.
Oranga Tamariki acknowledges that there is work to do to encourage frontline
approach offers the way
social workers to refer rangatahi to this service. The Board notes that kaimahi
forward in its articulation of
Act
workload pressures impact on referral rates. We have heard that having
fundamental principles to
‘rangatahi transition champions’ at site and regional levels has been proposed
base progress on. How this
previously, and the Board would support a step such as this as it is clear to us
theme is refined
that advocacy is needed at the regional and site level in order to lift support for
and reported on needs to be
rangatahi preparing to transition out of care.
worked through
It is pleasing that the number of available supported accommodation
in the next quarter.
placements has increased, and we note that Oranga Tamariki is hoping to
further increase this. This is dependent on ongoing funding.
Some sites report that there is inconsistency in the quality of service being
delivered by providers to rangatahi, with the best service usually being given
Information
by providers that specialise in youth services. The Board hopes that the work
being done across this theme wil  strengthen partners’ response to the needs
of rangatahi.
We note that all government agencies have a responsibility to support
rangatahi transitioning from care to be successful and consider both OTAP
and the Regional Public Service Commissioners relevant to achieving joined
up support for rangatahi transitioning out of care.
Official
12-24 month activities (September 2022– September 2023)
3.5
Prototype new
See FDP
See FDP
The Board is pleased with progress being made within the 5 regions with
Aligns with
3.1
Korimako
approaches to
3, pages 19-
3, pages 19-
prototype initiatives. The Board looks forward to receiving evaluations of the
overarching
3.2
partnering to enable
22
22
pilot initiatives and wil  seek independent assurance from partners within 6
recommendation 1
3.6
There is a challenge with
decision-making and
months to understand the impacts being made.
with regard to
assessing actions 3.1-3.6
Under
resourcing to be
upstream
Phase 2
fairly as
made in closer
The Board acknowledges and supports the principles that the Enabling
prevention focus.
Relationships, Partnering
proximity to whānau.
Communities approach is being founded on, and the path they set for long
term partnership.
and Decision-Making and
Enabling Communities are
not the same. The
Board feels that the Enabling
Communities
approach offers the way
forward in its articulation of
Released
fundamental principles to
base progress on. How this
theme is refined
and reported on needs to be
worked through
in the next quarter.

Board high-level assurance summary IN-CONFIDENCE
SOCIAL WORK PRACTICE
TE KAHU ARIKI
A number of activities within this theme have moved from grey to active, reflecting progress across the theme. The Board remains anxious to see specific focus on, and
evidence of, active monitoring for safety outcomes for all tamariki, not just for pēpi or through s78 changes. The Board encourages clear messages being shared with the
The focus of Oranga Tamariki for the next 18 months
frontline regarding the available suite of options, including applications of s78 without notice, so that the frontline is confident that the right actions for children will be taken
To continue to fundamental y shift our approach to practice
at the right time. The Board notes progress with the practice shift, enabling a move towards oranga as a frame and to ensure social work practice is relational, inclusive
with relationships with tamariki, whānau, communities and
and restorative. The initial roll out of the practice shift to sites appears to have gone well and to have been enthusiastically received by frontline kaimahi. However the work
partners at the heart. Our practice will draw from a te ao
to embed this way of working is not complete and requires continued focus and strong regional and site leadership, particularly from practice leaders. In addition, there
Māori knowledge base, methods and principles which are
needs to be some thinking about the burden currently being felt by kaimahi Māori to provide expertise to colleagues as wel  as to manage complex caseloads. This is
relational,  restorative  and  inclusive.  This  Practice
captured in the feedback from kaimahi Māori set out in the section below. While agreeing with the need for the practice shift, its implementation cannot be at the expense
Approach will benefit tamariki and whānau Māori and meet
of a reduced focus on managing safety risks for tamariki. The Board would like to see more focus on the reporting of risks posed by unallocated queues, the length of time
the needs of all children and families we work with.
those cases remain dormant, including the time taken to assess Reports of Concerns and the deallocated cases of children in care.
Tohu
Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
1982
0-6 month activities (September 2021 – March 2022)
4.1
Build a
Completed
Enter the final applied phase of the trial in selected sites:
The reporting from Oranga Tamariki on 4.1 appears  This could
Korimako
framework that
to be only about the practice shift. If this action is
potentially align
Act
incorporates
Timeframe to
• Phase 3 models and resources in practice using a ‘learn on
about the practice shift, we feel this is another
with overarching
the current
deliver:
the job’ approach (November 2022 – February 2023).
example of where the FDP action should be recast
recommendation 2
practice
Confirmed
• Evaluation commences in all four sites (by end of November
so that is most accurate and current.
with respect to
standards and
extension to
2022).
clarifying the
the SWRB
June 2023
The Board is pleased to see that the Social Worker
purpose of Oranga
competency
• New models and tools wil  be iterated in real time and over
Registration Board (SWRB) Competency Standards  Tamariki and
standards into
See FDP
the trial period described above based on real time feedback  are embedded in the core domain of the Practice
meeting core
one place.
4.1, page 23
from staff and the evaluation findings (ongoing).
Framework Ngākau Whakairo and that this is
social work
• A second smaller trial specifically delivering Oranga Framing  being trialed in several regions and the National
functions.
and Mirimiri-ā-kōrero is underway in three Ōtautahi sites.
Contact Centre. The Board found the recent
Specifically,
This wil  also be evaluated (commence end of November
engagement with Quality Practice and Experiences
potential to align
2023).
(QPE) useful to understand the future plan to
Information
monitor and evaluate. However, for this learning to
with
Scope and plan development of further aspects of Practice
be embedded, social workers and other frontline
recommendations
Framework:
roles need to receive reflective supervision and
10 - Restoring the
influence of the
• Design and develop the next applied practice learning cycle
have the capacity to engage meaningfully.
Chief Social
for post learning cycle 1 activities. This learning cycle wil
The Board would welcome an opportunity to hear
Worker
support further applied learning/use of the core components
about the specific progress being made within the
13 – Ensure
of the new practice approach in preparation for a full national  trialed regions.
supervisors have
Official
roll out of all the new models, tools and resources (ready for
the capability and
implementation May 2023).
It is good to see progress being made with the
SWRB to work collaboratively on standards and
capacity to provide
• Review and align the practice standards to the new practice
accreditation work within Oranga Tamariki. The
both case and
approach (end of February 2023).
implementation and ongoing training must be
reflective
supervision.
• Finalise Va’aifetu model (February 2023).
available to frontline staff in order for this to make a
difference to whānau and children. We note,
Under
• Provide recommendations for the national implementation of
however, that this action has been marked as
the tools, models and supervision approach (February
completed by Oranga Tamariki. The Board does not
2023).
concur with this position as there is further work to
• Begin to develop a third practice model, informed by Signs
be undertaken.
of Safety (March 2023).
The Board sees the value offered by the Practice
• Develop a residence strategy to bring them into the new
Shift in moving towards oranga as a frame and
practice approach (early 2023).
ensuring practice is relational, inclusive and
restorative. Noting those values underpin the work,
• Finalise an Oranga framed assessment tool (March 2023).
the organisation stil  must keep at the fore the well-
Released
• Evaluation approach for non-supervision complete (June
being and best interests of the child or young
2023).
person as the first and paramount consideration.
• Supervision ongoing evaluation approach complete
(September 2023).

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
6-12 month activities (March 2022 – September 2022)
4.2
Set a clear
Substantial
• Service Delivery continue to monitor the numbers of
The Board acknowledges progress under this
Potential to align
Korimako
direction to only
Progress
section 78s applied for each month. Whilst there can
action and appreciates the analysis provided for
with overarching
use S78 Without
be variation on a monthly basis, we are beginning to
pēpi. Social workers are now engaging with
recommendation
Notice Orders
Timeframe to
see stabilisation over this annual period and further
tamariki and their whānau earlier to ensure timely
one with respect to
for tamariki when
deliver:
reductions in the overall numbers of orders being
supports are provided, which is positive.
enabling upstream
there is clear
Ongoing
sought are not likely.
prevention, as well
evidence of solid
The Board remains concerned that work has
as recommendation
1982
engagement or
See FDP
• Case-file analysis for all pēpi under 30 days old
not progressed for all other children (older than
14 to ensure
attempts at
4.2, page 24
placed in Oranga Tamariki custody under a section 78  pēpi) where a section 78 without notice has not
appropriate training
engagement with
order wil  continue next quarter as part of our core
been taken.
for social work,
Act
whānau, which
practice quality assurance work programme
The Board would like to understand processes
including as to legal
leads to no
(ongoing).
currently being established for the quality function
parameters.
workable safety
• In November, we wil  complete our second quarterly
within the Quality Practice and Experiences team
plan being put in
update on the findings of this work, to support ongoing  to review safety outcomes for all section 78 orders
place.
oversight and continuous improvement internally. The
without notice.
next public report wil  cover the twelve-month period
from September 2021 to August 2022 and wil  be
The Board remains concerned at the narrative and
published early in 2023 (November 2022 and
the practice that frontline kaimahi are influenced by
ongoing).
matters beyond safety and
protection considerations. Recent engagement
• Next quarter we wil  report on the findings of the range  with the frontline has highlighted confused
of activities currently underway to better understand
messaging, with some believing they are not able
Information
the extent to which the decrease in section 78 orders
to make applications for s78s without notice. A
for pēpi in recent years reflects quality practice and
common theme heard from the frontline is that
decision making in addressing concerns about the
"kaimahi are not allowed to apply for a s78 without
safety of these pēpi (Next quarter).
notice". The Board acknowledges that updated
• Pending the outcome of this work, we expect to be
practice guidance since 2019 has impacted on the
able to make a recommendation in early 2023 on the
decrease of s78 without notice applications.
status of FDP Action Point 4.2 including advice on
However it is apparent there is a misunderstanding
Official
potential closure of this recommendation and/or any
at regional and site levels that s78 without notice is
further action required (by 30 March 2023).
not a permitted option and is be avoided at all cost.
The Board is aware this is not Leadership's
• Based on discussions with the Ministerial Advisory
position, and that where there are significant
Board, we recognise there is stil  need to better
concerns identified, the use of a s78 without notice
understand use of S78 for all children and young
remains available as part of a suite of options
Under
people - case final analysis relating to intake and
where appropriate.
assessment work more generally is planned and wil
provide some insight into this area.
Clear and concise messaging wil  go some way to
unblock the current misunderstandings on the use
of s78 without notice.
Released

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.3
Working with the
In Progress
• Hui scheduled in November with SWRB and
The Board notes some progress on the
Potential to align with aspects
Korimako
SWRB introduce
Oranga Tamariki business group. SWRB
development of micro-
of recommendation 13, which
micro-credentialing
Timeframe to
secured funding from the F22/F23 Wellbeing
credentialing, particularly with the focus
focuses on supervisors having
The Board notes
for supervision and
deliver: December
budget specifically related to this action. The
on 'Practice and the Law' to be
the capacity and capability to
that the timeframe
other specialist
2023
hui wil  be the second of a monthly cadence
commenced in early 2023. We would
provide both case and
to complete this
areas, which
to progress a Terms of Reference to deliver
value an overview of this module prior to
reflective supervision. Also,
action has been
recognises the skills
Previously reported
on the budget and Oranga Tamariki
delivery as we have previously
potential alignment with
pushed out by a
1982
and knowledge that
as December 2022.
responsibilities in this action.
requested.
recommendation 11 re
year and that
are required by
Timeframe revised
ensuring workforce
progress is slow.
supervisors and other  based on the
• The SWRB budget bid timeframe is to
Furthermore, an update on the progress
development so that all roles
specialist roles.
challenges listed.
December 2023.
made regarding engagement with the
have appropriate pathways for
Act
• The Supervision learning pathway is being
SWRB to formalise the working
training and skil s.
See FDP 4.3, page
delivered in February 2023 and wil  span 12
relationship and steps to progress this
25
months.
action would be appreciated.
• The micro-credentialled legal module being
The Board would welcome further
tested in February – April 2023 wil  provide a
information and outcomes from a
proof of concept to then progress to testing in
discussion between professional
the Supervision pathway.
development and Youth Justice to
progress one pathway to accreditation to
ensure various programmes across the
organisation are aligned.
Information
As the SWRB budget 2022 funding
expires in December 2023, a detailed
plan ensuring the delivery of this action is
welcomed next quarter. In addition, more
detail about how consistency wil  be
ensured and how succession for
supervisors wil  be managed is
requested.
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu
Link
Aroha
6-12 month activities (March 2022 – September 2022)
4.4
Ensure the
Substantial Progress
STAR Training 2.0:
The Board is aware of the significant pressures on
Residence
Korimako
appropriate
• Introduction of refresher trainings across the year for  residences and the lack of capacity at times to be
Report
application of MAPA
Timeframe
kaimahi (across FY22/23)
able to ensure safety for both young people and
and STAR by
to deliver: June 2023
• Making successful STAR Training completion a
staff.
instituting a revised
requirement for employment (by June 2023)
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restraint practice,
See FDP 4.4, page 26
• The requirement that STAR certification wil  be a
Despite the capacity issues, there has been some
including more
condition of continued employment (ongoing)
progress with this action, in particular with STAR
frequent training and
2.0 in the Youth Justice residences.
recertification.
Safety Interventions Foundation Level (formerly known
The Board notes that consistent progress across
Act
as MAPA):
all residences is constrained by recruitment
• Three foundation level Instructors wil  be enrolled on
challenges. For example, in the last quarter, care
the next available Advanced and Emergency
and protection residences have not been able to
training. Once completed, commencement of the
consistently deliver the training of MAPA and
Safety Interventions Advanced and Emergency
STAR due to unavailability of training facilitators.
Level across residence and community homes wil
occur (ongoing)
The Board is advised that a draft Joint Violence
• Puketai and Epuni to receive training over
and Aggression Plan has been forwarded to the
(November – December 2022)
unions for consultation. We understand that the
• Working toward addressing resourcing issues in the
implementation of this plan wil  mitigate some of
workforce to mitigate the risk of this occurring again
the safety issues being confronted by staff and
Information
and allowing for training to occur as scheduled
young people by the older cohort now in the Youth
(ongoing).
Justice residences.
We look forward to an update on progress
and timeframes in the next quarter.
Official
Under
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IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.5
Develop
In Progress
• Practice policies and guidance:
Despite capacity issues, the Board
Residence Report
Phase 2
Korimako
standard
New/updated practice policy and guidance to be finalised and
is encouraged to see that Care and
operating
Timeframe to deliver:
published in the next quarter including (but not limited to):
Protection has allocated
procedures
Ongoing
• Remand homes policy (December 2022)
resource to review the Youth
for national
• Escorting policy (early November 2022)
Justice Standard Operating
consistency.
See FDP 4.5, page 27
• Travel policy (early November 2022)
Procedures (SOPs), and to  1982
• Care arrangements policy and guidance (December 2022).
consider the legislative differences
and applicability to care and
Youth Justice SOPs
protection residential settings. The
• While finalisation of remaining SOPs remains important, the
Board is aware that there is stil  a
Act
priority development wil  be 'Responding to use of Force' to be
significant amount of work to
completed and implemented, including assurance mechanisms
be undertaken in order for a full
(December 2022).
suite of SOPs to be available for
residential services, and that this
Care and Protection SOPs
must be accompanied by training
• Continue to scope the application of SOPs and develop these
so they are readily implementable.
(ongoing)
• Use of Force, Managing Safe Environments, Escorts and
We look forward to hearing
Searches are currently being scoped (ongoing)
further progress on the SOPs in
early 2023.
Information
Official
Under
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IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
6-12 month activities (March 2022 – September 2022)
4.6
Fundamentally shift
In Progress
• The Chief Social Worker Practice Review Report wil
The Board notes the recent releases of
This may align with
3.3
Kākā
how staff assess
contribute to determining the focus of the first
the system and practice reviews, and
Recommendation 16
4.1
and action reports
Timeframe
deliverables to progress this action.
the commitment of Oranga Tamariki to
of Te Kahu Aroha with
4.5
The Board
of concern to ensure  to deliver: Ongoing
• A scoping hui wil  occur between the Quality Practice
strengthen the response to reports of
respect to the NCC
considers this work
safety and security of
and Experiences group (practice and practice
concern. The Board expects an update
and potential to refer
Phase 2
is a fundamental
tamariki and whānau
See FDP 4.6, page 28
programme) and Action Point owners for Action
on progress over the coming quarter.
more to non-statutory
building block to
based on best
Points 1.5 and 3.3. This hui wil  need to consider
services.
transformation,
1982
practice.
findings and recommendations from the Chief Social
We are concerned about the risk of
This work must be
Worker Practice Review
the unallocated cases and the length of
progressed
• As part of the practice programme and Action Point
time these reports of concern remain
together with
4.1 we will finalise an Oranga framed assessment tool  dormant.
Enabling
Act
(March 2023).
The Board is mindful of the potential
Communities and
risks of social workers exiting Oranga
in the working
Tamariki as a result  to the pay equity
response to the
claim.
practice review.
4.7
Through a fit-for-
In Progress
Ref 1.7
Initial work is underway to respond to
Residence Report
1.7
Kākā
purpose transition
the ongoing heavy demand for care and
plan, close our
Timeframe
Also:
protection residences, including the
current residential
to deliver: June 2023
• Operating models in development of Claude Road
opening of the latent beds at Epuni. A
and protection homes
and Middleton Road Specialist group homes
Care Investment and Planning project –
and replace them
Ref 1.7
(ongoing)
‘the Care Response workstream’ – is
Information
with smaller purpose-
• Workshop on the services delivery models and
underway to focus on immediate needs
built homes to enable  See FDP 4.7, page 28
workshops on design for both Blueskin and Waihōpai
and system service improvements.
tailored care for the
(ongoing)
high complex needs
The Board understands that this work
tamariki in care.
is due to commence early in 2023 with
an implementation date of July/August
2023.
Official  Wewould welcome regular updates
on progress and identified barriers. We
would appreciate this including an
outline of how the transition from
residences is being planned for the
needs of tamariki and rangatahi
Under
whaikaha.
Released

IN-CONFIDENCE
TE KAHU ARIKI
SOCIAL WORK PRACTICE
Tohu
Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
2-24 month activities (September 2022 – September 2023)
4.8
Develop a three-
In Progress
• Clarify if this bridge programme is optional
It appears that no progress has been
Potential to link to aspects of
2.5
Tieke
month post-degree
for social workers or a pre-requisite for
made on this action over the last
recommendations 11, 12, 13 and
2.6
professional practice
Timeframe
recruitment to Oranga Tamariki. This
quarter and understand Oranga
14 of Te Kahu Aroha in relation to
course, partnering
to deliver:
needs to be tested with the Ministerial
Tamariki is yet to engage with the
developing a social sector
Phase 2
with tertiary
Development
Advisory Board and Te Riu.
SWRB on this. We look forward to a
workforce, improving induction,
providers, to develop
December 2023,
fulsome update of this wānanga and
training and personal development,
a statutory child
Delivery March
• Planning for the next 3 months is to meet
key future objectives.
ensuring supervisors have the
1982
protection component 2024
with Toitu Te Waiora before Christmas to
capacity and capability for
that would involve a
understand what could be offered to
The Board is aware that despite the
dedicated supervision and
paper and placement
Previously reported
support the development of this
wish of Oranga Tamariki to make
improvements in training for
within Oranga
as June 2023.
qualification.
progress, the lack of bandwidth within
legislative requirements.
Act
Tamariki.
Timeframe revised
• Explore potential tertiary providers who
the organisation has resulted in this
based on the
could partner with Oranga Tamariki to
being on a slow track.
challenges listed
develop a proof of concept model that
The summary this quarter mirrors
could be trialled.
what we said in the last quarter.
See FDP 4.8, page
Oranga Tamariki needs to consider
29
• Current resources are allocated to the
development and delivery of Puāwai and
whether this action's timeframe needs
Leading Practice programs going live in
to be adjusted.
February 2023.
Information
Official
Under
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IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
The focus of Oranga Tamariki for the next 18 months
Board high-level assurance summary
Developing the tools and infrastructure to support data and evidence-based decision
The Board is pleased to note substantial progress towards improving the entire data and information chain, from collection,
making and support improved performance and outcomes for tamariki and whānau.
to storage, to dissemination, and finally to applied use. Theme 5 asks much of kaimahi in terms of a behavioural and cultural
This includes ensuring communities have the data and tools needed to achieve their
shift  towards  greater  use  and  integration  of  data  and  evidence  into  their  work. While  this  is  a  necessary  shift,  data  and
aspirations  and  drive  evidence-based  change  and  practice  within  their
insights should support kaimahi, not the other way around; this is also true for supporting partners to access and utilise the
communities/regions.
information they need in order to lead evidenced change for their tamariki and whānau. Information Technology challenges
are already placing a burden on kaimahi capacity (CYRAS) and it is important that the new system does not exacerbate this.
The follow-through to instilling evidence-based decision making across the organisation, and with partners, is the core of this
theme, and the Board looks forward to seeing how this is being achieved.
Tohu Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
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0-6 month activities (September 2021 – March 2022)
5.1
Continue to roll out
Substantial
The focus for the next quarter is reporting for
The Board is pleased to note the continued  Potential to align with Te Kahu
5.4
Kiwi
Act
new performance
Progress
Youth Justice and the migration of Whiti
growth in Whiti. For example, all care and
Aroha Part 4:
5.5
reporting tools which
development onto the Enterprise Data and
protection sites have been onboarded, and   22 - Performance Report
make data and
Analytics Platform ensuring resilience and
both Whiti content and the number of
Framework should align with well-
information available
Timeframe to
reliability.
users continue to grow.
defined strategy, purpose and
to operational staff
deliver: June
visions
from social workers
2023 - core
• Concept designs and wireframes complete
Priority areas for Whiti future development
23 – Improving the availability and
and site managers all  frontline
for initial three Youth Justice data products
include Youth Justice and family group
range of data for decision-making
the way to the
reporting
(November 2022).
conferences.
24 – Prioritising ongoing
leadership team to
• Initial three Youth Justice data products
The lack of specialist and dedicated
development of the information
inform their decision-
Ongoing –
available for piloting with frontline kaimahi
kaimahi to develop the next Whiti
infrastructure
making.
enhanced
Information
frontline and
(January 2023).
dashboards poses a risk. For example,
25 – Improving information sharing,
non-frontline
• Complete delivery of the core of what the
development of reporting for Transition
taking into account the purpose and
reporting
frontline needs from CYRAS data (June
Support Services cannot be progressed at
enabling features of the Privacy
2023).
this time.
Act.
The Board would welcome an evaluation
See FDP 5.1,
• Remove the reliance on MSD legacy reports
of the effectiveness and outcomes as a
This may also align with
page 30.
for the frontline (June 2023).
result of Whiti.
Recommendation 15 with respect
to improving the sophistication of
Official
workload management
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
0-6 month activities (September 2021 – March 2022)
5.2
Develop options for
In progress
• Endorsed approach from Te Riu (paper is
The Board notes significant investment of both
Potential to align with
Korimako
replacing the Oranga
currently under development) (Was aiming for
time and resources made by Oranga Tamariki
recommendation 15 with
Tamariki case
September 2022, now November 2022).
in implementing the Caregiver Information
respect to caseload
management system
Timeframe to
System (CGIS) and integrating it with CYRAS
management and
in a cost conscious
deliver: To be  • Completion of Programme Business Case and
so that the two systems can be used alongside  recommendation 24 in
and timely way. The
determined –
Cabinet paper (Was aiming for November
each other.
relation to the ongoing
1982
replacement wil
Timing
2022, now December 2022).
development of information
capture more
dependent on
• Approval of paper (including permission to
We have been advised that a project team is
infrastructure
detailed information
business case
enter into enterprise agreement) by Cabinet
now in place to drive this work and the
on, for example, the
option agreed
(Was aiming for December 2022, now March
preparation of the business case. The Board
Act
needs of tamariki and  See FDP 5.2
2023).
acknowledges this is a significant multi-year
whānau, progress in
page 30.
process of a high-risk piece of work.
meeting those needs,
• Internal business case to Treasury for review
The Board is pleased to hear that Oranga
and the experiences
(before June 2023). Note: the internal
Tamariki is seeking advice from other child
of tamariki and
business case is for the self-funded work to
protection jurisdictions.
whānau who interact
deliver first digital enablers in FY23, aligned
with us.
with strategic approach in Programme
There has been limited communication to date
Business Case.
on the progress of replacing CYRAS.
• Building from the initial project team,
However, latterly we understand updates are
commence phased stand up and capability
being shared more broadly with kaimahi.
building of a programme team (December
The Board awaits with anticipation the
Information
2022 - February 2023).
progress of the budget bid for this work.
• Treasury Gateway Team review scheduled for
(mid-February).
Official
Under
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IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
Activity
6-12 month activities (March 2022 – September 2022)
5.4
Review performance
In Progress
• A further 12 internal workshops
The current draft of the Performance Management
Potential to align with
5.1
Korimako
management
are planned over the next quarter.
Framework was presented to the Board, along with  recommendation 22 with respect to
Phase 2
framework to align
Timeframe to
The second tranche of workshops
plans for consulting both internally and with
Performance Reporting
with revised
deliver: July
are with internal stakeholders who
external partners. We note progress has been
Frameworkand should align with
organisational
2023
can advise on key measures to
made since the last quarter.
overarching recommendation 2 to
strategy and vision.
prioritise and the strength of each
have a well-defined strategy,
1982
Previously
measure as evidence against the
The framework is stil  in consultation phase. We
purpose and vision.
reported as
impacts.
understand there are no plans to consult with the
December
• Next step is to narrow down the
frontline; this is of concern to the Board.
2022.Timeframe
number of measures based on
It is the Board’s belief that the Performance
Act
revised as the
strength and feasibility.
Management Framework should be a tool for
strategy (a key
• Consultation with the Ministerial
accountability. However, it is unclear at this stage
dependency for
Advisory Board on this work took
whether it is intended to be used as an
this action) was
place for the first time in late
accountability tool or a progress and forward
only agreed in
November 2022, and we wil
planning mechanism. This needs to be clarified as
September 2022
continue to keep them involved to
the work progresses over the next quarter.
shape the Performance
See FDP 5.4
Framework throughout.
page 31
Information
Official
Under
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IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
5.5
Replace the
Substantial
The next quarter is focused on the continued build
The Board is pleased to note that EDAP,
May align with
5.1
Kiwi
Oranga Tamariki
progress
of the Reporting Zone. This allow us to make sense  the replacement of the data warehouse,
recommendation 23 in its
5.2
data warehouse to
of the raw data from CYRAS for reporting purposes
continues to progress as expected.
focus to improve the
enable data
turning a case centred data structure into a child
availability, relevance and
collected to be
Timeframe to
centred one as well as the commencement of
Four out of six project stages are
range of data for decision-
centralised and
deliver: Data
implementation of a data catalogue and tools for
complete. Stage 5 (Implementation;
making, and with
analysed to inform
warehouse
Oranga Tamariki analysts.
shifting from interim to permanent
recommendation 24 to
1982
monitoring and
replacement: June
• Detailed training plan and schedule for data
support contract) is scheduled for
prioritise the ongoing
decision-making.
2023
analyst transition available (December 2022).
February 2023; Stage 6 and final product
development of the
Addition of new data
• Alation (Data Catalogue) and Data Bricks
are due for completion in March 2023.
information infrastructure.
sets: Ongoing
(Analyst Toolkit) technical implementations 75%
There wil  be some risks which Oranga
Act
See FDP 5.5 page 31
complete (January 2023).
Tamariki wil  need to manage as the
• EDAP Managed Service contract is ready for
system changes. For example, the
end users being on EDAP (November 2022).
retraining of analysts wil  cause a period
• Human Resources Information System (HRIS)
of delay in processing data requests.
data feed to EDAP established (April 2023).
• Archive Information Analytics Platform, data,
code and documentation migrated from MSD
(June 2023)
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
5.6
Embed evidence-
In progress
• Commencement of
The Board is not seeing an organisation-wide shift
Potential to align with
1.8
Tieke
based decision
assessment of impact of
towards systematic use of evidence and insights in
recommendation 15 with respect to
5.1
making from sites to
Timeframe to
provision of rolled up front
decision making.
workload management, and
5.2
national office, that
deliver: ongoing
line data on site and
recommendation 23 in relation to
5.4
encompass several
management decision
Work to progress for this action includes three pieces of
improving availability, relevance
5.5
actions including
See FDP 5.6 page
making (January 2023)
work to test the approach. Some of these wil  use Data
and range of data for decision-
5.7
implementing new
32
• Initial school enrolment
Exchange (5.7) to share data and information.
making.
1982
performance
and attendance data set
The Board notes that Oranga Tamariki is aware of the
reporting tools to
for children in
extent to which evidence-based decision-making will
make data and
care received from
require a behavioural and culture shift in the way
information available
Ministry of Education
evidence and insights is integrated into and across the  Act
to all staff to inform
(January 2023).
work of Oranga Tamariki. Customary practice within
decision-making.
• Initial cross-sector
Oranga Tamariki is to use information on an ad hoc
workplan on making data
basis.  This may create short-term transitional hurdles.
available for decision
making (January 2023).
Information
Official
Under
Released

IN-CONFIDENCE
TE KAHU ARIKI
DATA, INSIGHTS AND EVIDENCE
Tohu Action
Current Activity
Activity Planned
Assurance Summary
Te Kahu Aroha
Link
12-24 month activities (September 2022 – September 2023)
5.7
Deploy the Social
In progress
• Continue to progress with
The Board notes ongoing progress towards the
Potential to align with
5.1
Korimako
Wellbeing Agency’s
onboarding Care Partners (ongoing).
implementation and uptake of Data Exchange
recommendation 6 to build the
5.3
Data Exchange to
Timeframe to
(DX), and we are pleased to hear that Oranga
responsiveness of Oranga
5.5
make sure we can
deliver:
• Development of a dashboard for
Tamariki has a ‘master agreement’ with a local
Tamariki to partners, and to
seamlessly share
Phase 1 & 2
data extracted from the Data
vendor. Phases 1 & 2 of this action are complete,
community requests for the
data between
December 2023
Exchange (March 2023).
with s396 providers currently being onboarded; 8
information needed to know
ourselves and
• Establishment of a programme view
partners have completed onboarding, 41 are in
what support whānau require,
1982
partners in a safe
to prioritise and plan for deployment
progress, and 8 are yet to be scheduled.
and what resourcing should be
and secure way.
Phases 3 & 4 of this
project have been
of Data Exchange beyond current
The Board notes that overall project progress is
provided, to match these needs.
deferred.
scope (57 currently active Care
Additionally, potential to align
Partners) (December 2023).
being hindered by resource shortages and F23 Act
funding changes. Phases 3 & 4, in which Oranga
with recommendation 25 to
Tamariki shares data back with partners,
improve information sharing,
See FDP 5.7 page
continues to be delayed because of challenges
taking into account the purpose
32
that providers are facing.
and enabling features of the
Privacy Act.
Information
Official
Under
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IN-CONFIDENCE
5. Ministerial Advisory Board Firth Quarterly Report
HIPOKINGIA KI TE KAHU ĀROHA A TE WHĀNAU
‘He taniwha kei te haere mai -  he taniwha tae kuhu, tae huna e kore rawa
koutou e kitea, e kore koutou e mohio kua tae mai, kia kitea rano i ngā kanohi
a o mokopuna. Ina tae ki tēnā, kaua e patua i o mokopuna - engari hipokingia
o koutou mokopuna ki te kahu āroha a te whānau.’
These are the words of Aperahama Taonui. They are the foundation of all the
Board’s work.
1982
TE KAHU ARIKI: MINISTERIAL ADVISORY BOARD’S FIFTH ASSURANCE REPORT
1) This report provides a summary of the Ministerial Advisory Board’s (the Board’s)
Act
assessment of Oranga Tamariki’s progress towards change  for the past quarter,
December 2022 to February 2023.
2) We also provide an update on Oranga Tamariki’s response to the Board’s disability report
recommendations and the Oranga Tamariki Disability Strategy.
REPRIORITISATION OF THE FUTURE DIRECTION PLAN
3) The Board has been briefed on Oranga Tamariki’s plan to refresh and reprioritise the
Information
Future Direction Plan (FDP). We have been provided with a draft model of what the
refreshed FDP is likely to look like and we are using this model to provide assurance this
quarter.
4) The  refreshed  FDP suggests there wil  be a focus on two pou ‘Social Work and
Professional Practice’ and ‘Enabling Communities’. These pou  will be informed by
Official
‘Integrating Voices of Tamariki and Whānau, Whaikaha, Pacifica, and Māori’. They will be
supported by  the  ‘Locally-Led Operating Model’,  the ‘Workforce Strategy’ and ‘Digital
Enablers’. This suggests six themes under the refreshed FDP.
5) Oranga Tamariki has undertaken an exercise whereby they have distributed the majority
of the current actions in the FDP
Under  into these six new themes. This can be seen more clearly
within our assurance table.
6) There are currently 12 actions which have not been mapped against the refreshed FDP
model. We go into more detail on some of these later in this report.
7) As an overall comment, the Board feels that the refreshed  FDP model offers a more
relevant, sophisticated and fit-for-purpose framework that should better enable alignment
and action across key interdependencies. This, we hope, wil  help deliver the cumulative
Released
impact needed.
8) We are pleased that the refreshed model also reflects greater alignment with Te Kahu
Aroha and its key objectives.
1

IN-CONFIDENCE

9)  To align with Oranga Tamariki’s refreshed FDP, we have reorganised our detailed
assurance table to fit the new structure. We note that the new structure is not finalised and
wil  continue to be refined over the coming weeks.

Ministerial Advisory Board’s reports on residences and whaikaha

10) As part of the reprioritisation process, Oranga Tamariki has signalled that the organisation
will report separately on the progress towards achieving the recommendations of both the
residences  report and the whaikaha report. We understand that these reports  will be
provided at the same time as the FDP quarterly reports so that the Board can combine the
assurance we provide into one report each quarter.
1982

11) While the Board is pleased to hear that the progress of these report recommendations wil
be provided on a regular basis, we urge Oranga Tamariki to ensure that they are also
Act
considered within the actions of the refreshed FDP. We believe that this work should not
be siloed. We understand the dual approach of reflecting the Board’s recommendations
on Whaikaha and Residences,  both within the FDP and in parallel complementary
reporting, to be Oranga Tamariki’s intended approach. We of er our ongoing support to
work through the most appropriate mechanisms to achieve this.

TE KAHU ARIKI FRAMEWORK

12) In previous quarterly reports we used Te Kahu Ariki scoring framework to support  the
Information
assurance we provided. We would ascribe a colour to each action of the FDP to signify
the level of progress made.

13) Due to the significant changes that have been made to the FDP, the Board has decided
to pause the use of the assessment measures within Te Kahu Ariki framework this quarter.
We want to allow Oranga Tamariki time to complete this reprioritisation process so that
Official
the refreshed FDP has realistic timeframes and is set to be able to achieve the
transformation needed. We expect to continue using Te Kahu Ariki framework in future
quarterly assurance reports.

OVERALL SUMMARY
Under

Outcomes Framework

14) The Board notes that there has been progress across a number of actions in the FDP this
quarter, while there are also actions that have not progress as well as expected. However,
in light of the significant refresh that is currently taking place, we feel that we will be able
to provide more valuable and accurate assurance in the next quarterly report.

Released
15) We have previously highlighted that there is a critical need for an outcomes framework to
be developed alongside the FDP. This wil  ensure there is clarity on the objectives of each
action so that progress can be measured. Under the refresh, there is now a commitment
by Oranga Tamariki to developing an outcomes framework for the refreshed FDP. This is
another significant step that we believe wil  help Oranga Tamariki to deliver on its core
responsibilities, and we look forward to seeing this once further advanced.
2

IN-CONFIDENCE

16) Over the remainder of  the Board’s term,  we plan to test  Oranga Tamariki’s progress
towards transformation with kaimahi, communities and partners to understand the impact
the change is having. If available in time, we would like to use the outcomes framework to
support this work.

Actions not included in the refreshed FDP

17) There are 12 actions that are currently not mapped against the refreshed FDP. The Board
acknowledges that Oranga Tamariki is stil  in the process of making decisions as to what
wil  happen to these actions. We acknowledge that, in order to prioritise some actions more
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highly, others need to be deprioritised.  We understand that some wil  be moved to a
business-as-usual status, some wil  be closed if they are considered completed, and some
will be put on hold if they are not considered a priority at this time. In this section, we
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comment only on those actions that we believe should be kept on the priority list, in order
for outcomes for tamariki, rangatahi and their whānau to improve.

18) While the Board is aware that the reprioritisation process is stil  a work in progress, there
are some actions which the Board feels Oranga Tamariki should consider keeping in the
refreshed FDP. One action in particular is 2.7 ‘Establish trained specialist caregiving roles
for our high and complex needs tamariki that recognise the skil s required to work with our
most vulnerable tamariki and enable appropriate remuneration and ongoing development
and support to be provided’.  We see this action as a critical priority to ensure that the
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needs of tamariki and rangatahi are being met. We have heard consistently from the
frontline that it is often difficult to find suitable placements for tamariki and rangatahi with
high and complex needs. To date, there has been little progress on this action, and we are
concerned that if it is not included in the refreshed FDP, it will not progress at all.

19) The lack of specialist caregiving roles is also raised in the Board’s whaikaha report, and
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progress on action 2.7 will go some way to addressing one of the report recommendations.
This issue,  however,  does not only affect tamariki and rangatahi whaikaha, and we
therefore think it is critical that this action remains in the FDP where it can have the most
impact.

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20) In addition to action 2.7, the Board notes that action 1.6 ‘Ensure the operating model allows
the agency to invest more resources and staff into early support’ is not currently included
in the refreshed FDP. Te Kahu Aroha emphasised the importance on ensuring whānau
get early support to prevent escalating need later down the line. We understand there is
ongoing thinking as to where this could be reflected in the FDP. If it is not included the
Board will be concerned that early support and prevention will remain unaddressed.

21) Another concern for the Board is that we have been advised that Oranga Tamariki plans
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to close action 4.2 ‘Set a clear direction to only use S78 Without Notice Orders for tamariki
when there is clear evidence of solid engagement or attempts at engagement with
whānau, which leads to no workable safety plan being put in place.’ We believe that there
is a need for an ongoing focus on the safety outcomes for children which could be lost if
this action is closed too early.

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22) While not yet finalised and with some movement of priorities still to come, we are pleased
with how Oranga Tamariki has been working to reflect and incorporate the Board’s early
suggestions on what should be the key priorities reflected now, and what can be put on
hold to be progressed further down the line. The Board notes ongoing conversations are
stil  required around finalising what remains in the refreshed FDP plan.

The Role and Purpose of Oranga Tamariki

23) The second overarching recommendation of Te Kahu Aroha includes that the purpose of
Oranga Tamariki must be clarified. This includes clarifying who Oranga Tamariki primarily
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exists to serve. The Board has been provided with the recent work Te Riu has undertaken
to clarify Oranga Tamariki’s purpose. This is a significant step forward in reflecting the
intent and recommendations of Te Kahu Aroha. We think this clarification wil  help Oranga
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Tamariki and other government agencies to deliver their lead responsibilities more
effectively, and more importantly, wil  help target support and action to those who need it
most.

24) The Board expects that the clarified purpose will also enable the Oranga Tamariki Action
Plan (OTAP) to be implemented more ef ectively. (We also understand that separately
from the FDP, the overarching strategy for Oranga Tamariki is likely to include a pou to
recognise a system leadership role for Oranga Tamariki.)

25) While there is still work to be done by Oranga Tamariki to confirm its purpose, we welcome
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the significant step this represents to clarify the organisation’s core role and areas of focus.
We look forward to providing feedback on the clarified purpose and supporting Oranga
Tamariki to embed this.

Resourcing and Capacity issues

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26) This quarter, Oranga Tamariki has reported that resourcing and capacity issues have
caused  delays  in progress for  a number of actions in the FDP. While this matter is
operational, the Board expects that the reprioritisation process wil  take into account the
resources needed to ensure that the work can be delivered while not impacting on effective
social work practice.
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The Pacific Strategy

27) In the Board’s last quarterly report, we included a section on feedback from Pacific kaimahi
and the Oranga Tamariki Pacific  Strategy.  The Board has an ongoing interest in  the
implementation of the Pacific Strategy and the progress towards achieving the vision and
strategy objectives. We are pleased that a large majority of actions within the Pacific
Strategy have progressed. We assert that the strategy needs to be embedded across the
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organisation to ensure continued visibility and progress. We look forward to future updates.

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SUMMARY BY THEME

28) In this section, we provide high-level commentary on the proposed new themes of the
FDP. These are drawn from the attached detailed table.

Integrating Voices of Tamariki and Whānau, Whaikaha, Pacifica, and Māori

29) Te Kahu Aroha has as a core basis that everything we collectively do is to improve
outcomes for tamariki, rangatahi and their whānau. We noted in Te Kahu Aroha that the
voice and views of tamariki and rangatahi are put at the centre of all planning and delivery,
at community, regional and national levels. We note there is better alignment to this vision
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with this new theme compared with the lack of focus on tamariki and rangatahi under the
original FDP.

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30) We welcome the fact that Oranga Tamariki has highlighted Whaikaha, Pacific, and Māori
as priority voices. We look forward to the amplification of these voices and to the confirmed
timeframes for achieving this.

Social Work and Professional Practice

31) This pou aligns with the Board's second overarching set of recommendations in Te Kahu
Aroha which was aimed at revitalising the professionalism of social work and ensuring the
purpose of Oranga Tamariki, and who it primarily exists to serve, is clear.
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32) The Board acknowledges there is a lot of activity planned and underway across this theme,
and we feel that progress has been made. Moving forward, we would like to understand
how this work wil  be embedded to support social work professional practice.

33) We look forward to understanding the progress made across Oranga Tamariki in testing
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the practice approach that wil  transition to all regions and sites over time to meet the
needs of local communities. The Board strongly supports the principles and methods of a
te  ao  Māori  knowledge  base,  relational, restorative and inclusive,  as this approach is
essential for all children and young people across Aotearoa.

Under
34) We note that recruitment and resourcing issues have been highlighted as causing some
delays in progress, and we would like to be updated should there be further impacts on
projected timeframes for delivery.

35) The Board notes the range of activity underway to lift induction. We are pleased to see
that the new Puāwai practice induction programme includes an introduction for kaimahi to
work with tamariki and rangatahi whaikaha, their whānau, parents and caregivers.

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36) In the coming quarter, we encourage Oranga Tamariki to focus on strengthening
relationships with key stakeholders to progress the work.

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Enabling Communities

37) Te Kahu Aroha states the clear aspiration that in order for prevention of harm to tamariki
and rangatahi, collective Māori and community authority must be strengthened. The Board
sees the Enabling Communities pou as building a strong foundation to enable this change.
To achieve the transformation sought, investment must be certain and sustained. This
means investment and partnering must ultimately move beyond prototyping in order to
achieve the improvement in outcomes that we all seek.

38) We are confident Oranga Tamariki knows this, and that is why it is investing in evaluations
of both the individual and collective progress of the prototypes. The Board understands
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that the prototypes are largely proceeding as expected at this stage, and that in addition
to the prototypes there is good work underway in a number of other communities, working
in partnership with Oranga Tamariki. At the same time, the Board understands there is
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mixed capacity and wil ingness amongst sites and regions to partner, and we offer our
support to progress through this.

39) The Board looks forward to receiving the results of the evaluations as they become
available. The Board considers these evaluations an important step to understanding the
progress made to date and to inform future progress and effective models for devolution.
Additionally, over the next quarter, the Board is interested in hearing more about what
Oranga Tamariki is doing to enable communities to support tamariki and rangatahi
whaikaha and their whānau and caregivers.
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Locally-Led Operating Model

40) As previously mentioned, the second overarching recommendation of Te Kahu Aroha
includes that the purpose of Oranga Tamariki must be clarified. This includes clarifying
who Oranga Tamariki primarily exists to serve. The Board believes the creation of this new
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enabling theme allows this to be more readily identified. As Oranga Tamariki gains greater
clarity around the work that the organisation wil  retain, the work that wil  be shared and
the work that wil  be devolved to community, this should closely inform the operating model
and regional boundaries reset.

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41) We acknowledge that  the work under  this theme is planned in two phases  with  clear
timeframes for delivery. Over the coming quarter we wil  be expecting regular updates to
ensure the timeframes are being met. This work is important as kaimahi are currently in a
place of uncertainty. We believe the  new  operating model  should  create the structure
needed  for kaimahi to be able to best support tamariki, rangatahi,  whānau  and
communities.

42) The Board notes that action 1.6 ‘Ensure the operating model allows the agency to invest
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more resources and staff into early support’ is not included in this theme. We note the
emphasis in Te Kahu Aroha on ensuring whānau get the support they need to prevent
escalating need. We would like to support Oranga Tamariki to ensure that a focus on early
support and prevention is included in the refreshed FDP.

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43) We acknowledge that the OTAP is a key part of an effective operating model, but it is not
referenced in the FDP. We believe OTAP and the FDP must be implemented closely in
alignment with each other, otherwise it wil  not be possible to achieve the systems
transformation that Te Kahu Aroha seeks.

Workforce Strategy

44) In both of the first two overarching recommendations, Te Kahu Aroha stresses the need
for a workforce that enables effective social work while building a workforce matched to
the needs of the community. The Board is pleased to see this being given a new
prominence in the revitalised FDP. We urge Oranga Tamariki to take an outwards focus
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and to partner with key stakeholders early on to reflect a broader vision of workforce
development.

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45) The Board notes the range of activity underway to lift induction. We are pleased to see
that the new Puāwai practice induction programme includes an introduction for kaimahi to
work with tamariki and rangatahi whaikaha, their whānau, parents and caregivers.

46) The Board looks forward to hearing about how the workforce strategy takes into account
the  voices  and  needs  of  kaimahi  Māori,  Pasifika,  and  Whaikaha. We continue to
emphasise that this requires an outward focus and an ongoing, collective, collaborative
approach throughout every stage of this process.

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Digital Enablers

47) The work under this theme appears to fit the objective of the fourth over-arching
recommendation in Te Kahu Aroha, which was data use to supports ef ective decision-
making. This includes CYRAS and ensuring there is adequate data being captured for all
focus groups within that. While CYRAS is improved, there is a need to continue to improve
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data collection and use, and to ensure there are fit-for-purpose ways of sharing information
with partners to support their decision-making. The Board acknowledges the Disability
Evidence Plan and we look forward to future updates on the implementation of this.

UPDATE  ON  ORANGA  TAMARIKI’S  RESPONSE  TO  THE  BOARD’S  DISABILITY
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REPORT RECOMMENDATIONS AND THE ORANGA TAMARIKI DISABILITY STRATEGY

48) The Board has been receiving regular updates on the progress of Oranga Tamariki’s
Disability Strategy. We have been impressed by the work undertaken so far, and we are
pleased that this is stil  on track for the mid-year completion date.

49) We understand that a thorough and inclusive engagement process has taken place with a
diverse  group of people including tangata whaikaha, caregivers,  disability  service
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providers, and VOYCE Whakarongo Mai (to obtain the voices of tamariki and rangatahi
whaikaha).  This process has now been completed,  and we are advised that Oranga
Tamariki has recently held a two-day workshop to bring the insights together and develop
the strategy.

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50) The Board is heartened to hear that as well as the Disability Advisory Group,
representatives for Māori, Pasifika, and tamariki and rangatahi whaikaha were included in
the workshop.

51) We acknowledge that Oranga Tamariki has worked hard to repair existing, and build new
relationships with key stakeholders in the disability space. We hope that this wil  go some
way  towards gaining  the trust of tangata whaikaha, and we urge Oranga Tamariki to
continue working in this inclusive way.

52) In the next quarter, we expect that the Disability Strategy wil  be near completion and we
look forward to the plan for implementation. We believe that a strong communications plan
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wil  be needed to ensure that all kaimahi are familiar with the strategy and how to embed
this in their work.

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53) As mentioned previously, Oranga Tamariki has signalled that a progress update on each
of the recommendations in the Board’s whaikaha report wil  be provided quarterly in the
same cycle as the FDP progress reports. We have now received Oranga Tamariki’s first
focused response to our whaikaha recommendations. While it is early days, the Board can
see there is effort and commitment to calling out areas of progress and where there are
gaps. We acknowledge a range of activities planned and underway and we look forward
to updates on progress.

54) We are pleased that some of the work to address the recommendations is happening
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within the FDP actions. The Board  urges Oranga Tamariki to continue to consider the
disability lens across all actions  and themes  in the refreshed FDP, and in the
implementation of OTAP. The work must all be connected and disability should not be an
add on or siloed workstream.

ASSESSING PROGRESS WITH IMPLEMENTATION OF THE FUTURE DIRECTION PLAN
Official
NEXT QUARTER

55) As the refreshed FDP continues to develop over the coming weeks, the Board wil  reset
its assurance framework so that we can provide the robust level of assurance we have in
previous quarterly reports.

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56) We hope that the refreshed FDP wil  represent a significant shift to a more strategic and
fit-for-purpose set of actions and priorities to drive the transformation needed. This means
that in our future quarterly assurance reports, we will also include a specific section on the
progress of OTAP to ensure that this work is advancing in line with and in support of the
FDP. We believe Oranga Tamariki cannot achieve the outcomes set out in Te Kahu Aroha
without an effective cross-agency mechanism.

57) The Board is confident that Oranga Tamariki is commit ed to achieving the transformation
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needed, and in particular to devolving resources to iwi Māori collectives and communities.
The evaluation work to measure and understand impact from this is critical and wil  remain
a key focus for us over the coming quarters of our term.

58) We have been impressed by the level of engagement we have had with Oranga Tamariki
over the past weeks. We have found Te Riu and their teams open to testing ideas and
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IN-CONFIDENCE

receiving our guidance as they work to refresh the Future Direction Plan. We look forward
to this level of engagement continuing, as our role is to support Oranga Tamariki with its
challenging work. Moreover, Te Riu has specifically asked us to hold them to account as
they  work with greater clarity to achieve the actions of the FDP, within the updated
timeframes they have set.

59) Moreover, in order to achieve sustained transformation, we believe that there must be an
ongoing independent oversight mechanism  following  the life of the Board to  ensure
accountability and an outwards focus. We believe that ongoing guidance and support will
be required until transformation of outcomes has been secured.

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Information
Official
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Released
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IN-CONFIDENCE
INTEGRATING VOICES OF TAMARIKI & WHĀNAU, WHAIKAHA,  TE KAHU ARIKI – MARCH 2023
PACIFICA, & MĀORI
Board high-level assurance summary
Te Kahu Aroha has as a core basis that everything we collectively do is to improve outcomes for tamariki, rangatahi and their whānau. We noted in
Te Kahu Aroha that the voice and views of tamariki and rangatahi should be placed at the centre of all planning and delivery, at community, regional
and national levels. We note there is better alignment to this vision with this new theme compared with the lack of focus on tamariki and rangatahi
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under the Future Direction Plan.
We welcome the fact that Oranga Tamariki has highlighted Whaikaha, Pacific, and Māori as priority voices. We look forward to the amplification of
Act
these voices and to the confirmed timeframes for achieving this.
TOHU
ACTION
ASSURANCE SUMMARY
1.8
Place the voices of tamariki
The Board received a fulsome briefing on this action.
and rangatahi at the centre
It is encouraging that the variety of mechanisms to capture the voices of tamariki and rangatahi should ensure a diverse range
of decision-making at al
of voices are heard, and that there is a specific commitment to amplifying the voices of Māori, Pacific and Whaikaha.
levels and support tamariki
and whānau to participate in  The Board would also like to hear more about how Oranga Tamariki intends on integrating the voices of takatāpui/rainbow
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and be central to decision-
rangatahi also.
making.
We note that the new Youth Advisory Group has been established and comprises a diverse range of rangatahi including two of
the previous term's members. We wish them well in their mahi.
The Board agrees with Oranga Tamariki that ensuring the voices of tamariki, rangatahi and whānau are at the centre of all
decision-making is critical.
Official
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Released

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – MARCH 2023
Board high-level assurance summary
This pou aligns with the Board's second overarching set of recommendations in Te Kahu Aroha which was aimed at revitalising the professionalism of
social work and ensuring the purpose of Oranga Tamariki, and who it primarily exists to serve, is clear.
The Board acknowledges there is a lot of activity planned and underway across this theme. We feel that progress has been made. We would like to
understand how this work wil  be embedded to support social work professional practice. Recruitment and resourcing issues have been highlighted as
causing some delays in progress. The Board would like to be updated should there be further impacts on projected timeframes for delivery.
1982
We look forward to understanding the progress made across Oranga Tamariki in testing the practice approach that wil  transition to al  regions and sites
over time to meet the needs of local communities. The Board strongly supports the principles and methods of a te ao Māori knowledge base, relational,
Act
restorative and inclusive practice, as this approach is essential to deliver for all children and young people across Aotearoa.
The Board notes the range of activity underway to lift induction. We are pleased to see that the new Puāwai practice induction programme includes an
introduction for kaimahi to work with tamariki and rangatahi whaikaha, their whānau, parents and caregivers.
In the coming quarter, we encourage Oranga Tamariki to focus on strengthening relationships with key stakeholders to progress the work.
TOHU
ACTION
ASSURANCE SUMMARY
Information
4.1
Build a framework that
The Board notes that the framework has now been built and that no further development is planned. The organisation now needs to
incorporates the current
invest its energy into implementation and embedding. The Board acknowledges that continuous learning and improvement is vital.
practice standards and
The Board looks forward to receiving the workplan for 2023 and understanding progress updates so that the Board can continue to
the SWRB competency
give assurance on milestones being reached.
standards into one place.
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4.2
Set a clear direction to
The Board understands that Oranga Tamariki wil  produce a report on the use of without notice section 78 orders for tamariki of all
only use S78 Without
ages by July 2023. The Board expects to see this report upon completion. The Board is of the view that this action point should
Notice Orders for tamariki  remain open and active until this report is received.
when there is clear
The Board notes the advice that systems to embed ongoing casework and data analysis for quality assurance purposes are now in
evidence of solid
place. The Board wants to see these processes sustained to provide assurance that current practice is not having an adverse effect
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engagement or attempts
on the safety and risk of tamariki, rangatahi and social work practice.
at engagement with
whānau, which leads to
The Board would welcome further engagement with the DCE action point owner to understand progress made in the next quarter.
no workable safety plan
being put in place.
4.3
Working with the SWRB
The Board understands that there has been progress to establish a working relationship between Oranga Tamariki and SWRB,
introduce micro-
however notes that this work is in its infancy. We note the time-limited opportunity for Oranga Tamariki to work with the SWRB to
credentialing for
advance this work.
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supervision and other
The Board is advised that the micro-credentialled legal module 'Practice and the Law' is being tested in February – April 2023. The
specialist areas, which
Board appreciates the invitation to attend the legal module and would welcome an overview of it. We understand that the evaluation
recognises the skil s and
of this module wil  shape the next steps under specialised modules across all of service delivery, and look forward to confirmation
knowledge that are
that this is the micro-credential ing plan.
required by supervisors
and other specialist roles.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – MARCH 2023
TOHU
ACTION
ASSURANCE SUMMARY
4.4
Ensure the appropriate application of There has been good progress for Safety Interventions Foundation Level (formally known as MAPA) being delivered in
MAPA and STAR by instituting a
both Care and Protection residences.
revised restraint practice, including
more frequent training and
The Board understands that STAR training has been affected by staff shortages. The Board supports a revision of STAR
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recertification.
to meet the impacts of the older cohort and provide appropriate training for residential kaimahi.
The Board expects to see STAR training completed, a plan for ongoing Safety Interventions Foundation Level
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and STAR training, and accreditation resolved before this action can be considered as completed or closed.
4.5
Develop standard operating
The Board is encouraged by the progress made in updating a number of the SOPs. The Board looks forward to the
procedures for national consistency.
required operating procedures being completed and supports a dedicated resource being provided to progress this work.
The Board seeks information on timeframes for this.
The Board notes that Care and Protection SOPs are now being reviewed alongside YJ and, where dif erences
are evident, a tailored approach is taken. The Board expects that the SOPs are reviewed and updated regularly.
The Board looks forward to receiving the plan for delivery on remaining SOPs throughout 2023.
4.6
Fundamental y shift how staff
There is evidence of progress in terms of the number of sites now sharing decision-making over ROCs. As the sharing of
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assess and action reports of
this work with community increases, it is important that partners and Oranga Tamariki monitor the safety and outcomes
concern to ensure safety and
for tamariki, rangatahi and whānau. We understand there is work commencing by Evidence Centre to check quality of
security of tamariki and whānau
partnership and of outcomes from shared decision-making.
based on best practice.
We note a review of the intake decision response tool has begun and wil be informed by the findings and
recommendations of the Chief Social Worker Practice Review. In order to provide assurance, the Board would like to see
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the intended outcome and timeframe for this work. Aligned to the intake decision response tool, the Board is interested in
how this work impacts the volume of unallocated cases.
4.8
Develop a three-month post-degree
This is an aspirational action. The Board notes that there is planning underway for this programme and work is scheduled
professional practice course,
to be advanced for delivery in 2024. This action is appropriately in its infancy and at a conceptual stage. The Board
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partnering with tertiary providers, to
queries whether this is a priority action.
develop a statutory child protection
component that would involve a
paper and placement within Oranga
Tamariki.
1.4
Strengthen the feedback and
The Board continues to be pleased with the progress of the work to strengthen the existing work on feedback and
complaints system so it is ‘fit-for-
complaints while developing the new system to be more responsive to tamariki and whānau. We are aware that there is a
whānau’, and ensures that tamariki,
lot of work underway, and that there are many moving parts.
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rangatahi and their whānau have
We note that there are three key workstreams to this action and that each has progressed. The Board is encouraged by
their voices heard and have
confidence in the process.
the new steering group which has been set up to ensure accountability and quality assurance over this work. It is
pleasing to hear that the group is made up of people who bring dif erent perspectives including those of Māori,
Pacific and Whaikaha.
We look forward to the next update, which we understand to include the service blueprint and the plan for delivery of the
vision.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – MARCH 2023
TOHU ACTION
ASSURANCE SUMMARY
2.1
Develop a Kaimahi Ora strategy for all staff,
The Board is pleased that Kaimahi Ora strategy has been moved into "Social Work & Professional Practice" as
supporting staff to have work life balance and  we feel it wil  enhance the focus on frontline staff as a priority. The Board is confident that if progress is made
provide regular opportunity to debrief
with frontline kaimahi, this should have an impact of reducing pressure elsewhere in the agency.
following traumatic events and manage the
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cumulative impacts of their work.
The Board is pleased to see progress made in delivering wider system processes to address staff wellbeing
issues. The Board notes proposed wellbeing pilots within several regions and residences. We look forward to
the advancement of support for further sites once evaluations are considered.
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The Board is encouraged by engagement on wellbeing supports and plans with internal stakeholders
and kaimahi such as the Pacific Panel. We hope to see this continuing.
2.3
Develop a model to inform allocation and
The Board has recently received a briefing from the Chief Social Worker on this action. The Board
resourcing decisions at regional and national  acknowledges there is work underway in relation to caseload complexity. We expect that addressing caseload
level.
complexity wil  have a positive impact on Kaimahi Ora.
The Board looks forward to progress in the next quarter to understand social worker capacity, caseload
complexity, workload management, and improved supervision.
Information
2.5(d)
Training, career progression pathways,
The Board notes progress with the new Puāwai Induction programme, introduced earlier this year. We look
leadership and professional development
forward to an update next quarter on how its roll out is progressing.
and workforce planning.
The Board also expects to receive a briefing on the wider scope of training and delivery of career progression
pathways beyond induction.
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2.6
Invest in the capability of leaders (especially
The Board acknowledges some progress has been made to support and train frontline leaders.
frontline leaders) to ensure shifts to practice
and culture take place that support a locally-
We look forward to an update on the planned activities being rolled out over the course of this year. The Board
led, centrally-enabled way of working and
would value a high-level evaluation report of these activities to understand the impact.
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that support tamariki and whānau to
participate and be central in decision making.
n/a
Supervision
The Board acknowledges that there has been progress made on supervision under action 2.6. We are pleased
to see that a dedicated focus is being put on supervision under the new model.
We look forward to a further update next quarter on progress.
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IN-CONFIDENCE
ENABLING COMMUNITIES
TE KAHU ARIKI – MARCH 2023
Board high-level assurance summary
Te Kahu Aroha states the clear aspiration that in order for prevention of harm to tamariki and rangatahi, col ective Māori and community authority must
be strengthened. The Board sees the Enabling Communities pou as building a strong foundation to enable this change. To achieve the transformation
sought, investment must be certain and sustained. This means investment and partnering must ultimately move beyond prototyping. We are confident
Oranga Tamariki knows this and that is why it is investing in evaluations of both the individual and collective progress of the prototypes. The Board
understands that the prototypes are largely proceeding as expected at this stage, and that in addition to the prototypes, there is good work underway
in a number of other communities, working in partnership with Oranga Tamariki. At the same time, the Board understa
1982 nds there is mixed capacity and
wil ingness amongst sites and regions to partner, and we offer our support to progress through this.
ACTIONS
Act
ASSURANCE SUMMARY
3.1
Working with iwi community leaders & Regional Public Service Commissioners
Work with iwi and community leaders and Regional
We note that, since the last quarter, there have been a large number of hui held to discuss the Enabling
Public Service Commissioners in each region to
Communities work programme and that discussion at these, while robust, has been overwhelmingly positive and
identify opportunities to co-design services and co-
reflective of shared understanding of the need to transform. The hui have also included positive engagement with
locate with partners.
the Regional Public Service Commissioners.
3.2
Investment strategy & partnering strategy
Greater investment in partners with a particular focus
The Board has not received an update on either the investment or the partnering strategy this quarter. The Board
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on early support.
eagerly anticipates receiving a fulsome update on both next quarter, as these are key enablers of sustainble
devolution to the community. The strategies are also needed to provide a level of certainty to both Oranga Tamariki
3.3
and partners.
Fundamental y shift how we assess and respond
to reports of concern with our partner agencies
Reports of concern
to ensure collaborative decision-making
There is evidence of good progress (as noted above under action point 4.6).
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and support at the earliest possible point.
• 6 more sites are now sharing decisions with partners at Intake and Assessment (from 11 to 17 sites)
3.4
• 1 more site has transferred hui-a-whānau/whānau hui to Māori and communities (from 17 to 18)
Ensure the delivery of Transition Support Services
• 8 more sites are actively engaging with Māori and communities to transfer the coordination of FGC processes
to ensure that rangatahi are successfully supported
(from 8 to 16).
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to transition to independence and prevent future
generations from coming to notice.
Prototype progress and evaluations
It appears there is momentum buidling for the prototypes. As prototypes, we understand the intention is to learn
and model from their experiences, and that to this end, there is work underway to develop both national and
3.5
individual prototype evaluation processes. The Board notes the importance of this evaluation to supporting
Prototype new approaches to partnering to
sustainable devolution, and would like to see more detail about the approaches being taken to evaluation.
enable decision-making and resourcing to be made in
closer proximity to whānau.
Transition Support Services
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3.6
The Board look forward to an update next quarter
Invite and resource communities to work together in
the Care and Protection system (reclaim the intent of
FGCs to enable whānau-led decision making).

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LOCALLY-LED OPERATING MODEL
TE KAHU ARIKI – MARCH 2023
Board high-level assurance summary
The second overarching recommendation of Te Kahu Aroha includes that the purpose of Oranga Tamariki must be clarified. This includes clarifying
who Oranga Tamariki primarily exists to serve. The Board believes the creation of this new enabling theme al ows this to be more readily identified.
As Oranga Tamariki continues to gain greater clarity around the work that the organisation wil  retain, the work that wil  be shared, and the work that
wil  be devolved to community, this wil  need to closely inform the operating model.
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The Board notes that action 1.6 is not included in this theme. The Board considers a focus on early support and prevention should be retained in the
FDP, noting that, in Te Kahu Aroha, we stressed the importance of whānau receiving appropriate support to prevent escalating need. This support
wil  not necessarily be from Oranga Tamariki but from other government agencies, NGOs and the communit
Act y. This is the space where Oranga
Tamariki can – and, from initial comments as it works to clarify its purpose, we understand intends – to play a system leadership role.
We note OTAP is a key part of an ef ective operating model, but it is not referenced in the FDP. We believe it must be implemented closely in
alignment with the Future Direction Plan to ensure ef ective support for whānau at all stages of their involvement with the state.
The Board notes the commitment to an outcomes framework across the FDP. We look forward to seeing how this develops as a critical enabler of
sustained transformation.
Information
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ACTION
ASSURANCE SUMMARY
1.3
Reset Oranga Tamariki
The timeframe for the final decisions regarding the regional boundaries has been brought forward to August 2023. The
regional boundaries to
implementation of the regional boundaries is planned to start in November 2023.
have one common set
The Board provided some strong advice in response to questions Oranga Tamariki posed to the Board on boundaries. We look
across the agency that
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forward to continuing to engage with Oranga Tamariki to ensure this work is progressing in the right direction and within
better reflect the
timeframes.
communities it serves.
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1.5
Develop an operating
The Board received a briefing from Oranga Tamariki on the progress of this action. Oranga Tamariki has been collecting
model that drives locally  information and perspectives from regional leaders. A working group to progress this mahi has been stood up.
led, centrally enabled
ways of working.
Implementation of the operating model wil  begin from November 2023, but the Board understands that over the course of 2024 the
site operating model wil  be further developed.
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WORKFORCE STRATEGY
TE KAHU ARIKI – MARCH 2023
Board high-level assurance summary
In both our first two overarching recommendations, Te Kahu Aroha stresses the need for a workforce that enables ef ective social work while
building a workforce matched to the needs of the community. The Board is pleased to see this being given a new prominence in the
revitalised FDP.
The Board notes the range of activity underway to lift induction. We are pleased to see that the new Puāwai practice induction programme
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includes an introduction for kaimahi to work with tamariki and rangatahi whaikaha, their whānau, parents and caregivers.
The Board looks forward to hearing about how the workforce strategy takes into account the voices and nee
Act ds of kaimahi Māori, Pasifika,
and whaikaha. We continue to emphasise that this requires an outward focus and an ongoing, col ective, collaborative approach throughout
every stage of this process.
ACTION
ASSURANCE SUMMARY
2.5
The Board has been informed that there is a reset and refresh required for the Workforce Strategy. Therefore, a
Develop a workforce strategy that wil  support
number of planned actions have been delayed.
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high-quality social work
The Board looks forward to understanding how the resulting strategy is aligned to other organisational strategies, as
well as the interdependencies between them. The Board is pleased that the Workforce Strategy has been prioritised,
and looks forward to an early indication of progress.
The Board reiterates the need for a public safety lens in relation to the allied workforce. Working closely with SWRB
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and other critical sector stakeholders wil  support this.
2.5(a)
These actions are dependent on the reset and refresh of the Workforce Strategy.
Clarifying the role of Oranga Tamariki social
workers, and other professionals
The Board would like more detail about whether the work of defining the functions of statutory social work is
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about clarifying what aspects of statutory social work are shared with partners over the course of time and what wil
2.5(b)
be retained by Oranga Tamariki.
Working alongside the SWRB
and ANZASW to continue to
build the social work workforce
2.5(c)
Identifying the workforce needs of
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the community, regions and site

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DIGITAL ENABLERS
TE KAHU ARIKI – MARCH 2023
Board high-level assurance summary
Work under this theme appears to continue to fit the objective of the fourth over-arching recommendation in Te Kahu Aroha, which was for data use
to support ef ective decision-making. This includes CYRAS and ensuring there is adequate data being captured for al  focus groups within that.
While CYRAS is improved, there is a need to continue to improve data collection and use, and to ensure there are fit for purpose ways of sharing
information with partners to support their decision-making. There is a need to also continue to implement the Disability Evidence Plan.
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ACTION
ASSURANCE SUMMARY
5.2
Develop options for replacing the Oranga
The Board engaged with the Treasury panel regarding the budget bid. The discussion was forthright.
Tamariki case management system in a cost
We understand that it wil  contribute to the budget bid paper which we look forward to receiving when it
conscious and timely way. The replacement
is available.
wil  capture more detailed information on, for
The Board acknowledges this is a multi-year project that wil  require significant resourcing and project
example, the needs of tamariki and whānau,
capability. The Board look forward to a robust verbal update in the next quarter in order to provide
progress in meeting those needs, and
assurance that business cases/project teams are progressing.
the experiences of tamariki and whānau who
interact with us.
The Board is mindful that capturing data in a way that is effective for partners in their decision-making
Information
wil  be important for successful devolution.
5.3
Share data and evidence on needs and
The Board has been updated on the work to identify gaps in data and evidence. We support the
challenges of whānau and the support
dedicated role that has been established within the Chief Social Worker's office. We understand this role
and resources that can make a dif erence.
wil  consolidate the information to improve practice and support national and local decision-making. The
Official
Board would like more information about the alignment of this action with the "Social Work & Professional
Practice" pou.
5.6
Embed evidence-based decision making from  The Board understands there has been progress in recognising the importance of a
sites to national office, that encompass
coordinated organisational shift to embedding evidence-based decision-making.
several actions including implementing  Under
new performance reporting tools to make data
and information available to all staff
to inform decision-making.
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IN-CONFIDENCE
ACTIONS NOT CURRENTLY MAPPED AGAINST THE
TE KAHU ARIKI – MARCH 2023
NEW MODEL
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ACTION
MOVING TO:
1.1
Determine how functions are grouped for best effect, and then put in place a leadership team to reflect this, drive further  TBC
change, and set culture. This wil  ensure that professional social work practice is appropriately reflected at
this leadership level.
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1.2
Alongside the development of a new operating model, consider what functions and models best support subsequent
BAU
change below the leadership team.
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1.6
Ensure the operating model allows the agency to invest more resources and staff into early support
Possibly reword and move into
Strategy (Investment Strategy)
1.7
Through a fit-for-purpose transition plan, close our current care and protection residences and replace them with a
Potentially moving into Enabling
model that enables tailored care for tamariki with high and complex needs
Communities
2.2
Implement the public services Positive and Safe Workplace model.
BAU
2.4
Develop for all staff, in conjunction with the three whare wānanga, a suite of appropriate
TBC
cultural competency programmes, to ensure staff can engage with whānau and wider communities in culturally
responsive ways.
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Note: this Action only partially describes the work being done by Te Hāpai Ō to improve organisational cultural capability
2.7
Establish trained specialist caregiving roles for our high and complex needs tamariki that recognise the skills required to  Captured by the Care and
work with our most vulnerable tamariki and enable appropriate remuneration and ongoing development and support to
Investment Planning Programme
be provided.
4.7
Through a fit-for-purpose transition plan, close our current residential and protection homes and replace them with
Potentially
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smaller purpose-built homes to enable tailored care for the high complex needs tamariki in care.
moving into Enabling Communities
5.1
Continue to roll out new performance reporting tools which make data and information available to operational staff from  Set to close
social workers and site managers all the way to the leadership team to inform their decision-making.
5.4
Review performance management framework to align with revised organisational strategy and vision
Possibly move into Strategy incl.
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The development of the Outcomes
Framework
5.5
Replace the Oranga Tamariki data warehouse to enable data collected to be centralised and analysed to inform
Set to close
monitoring and decision-making.
5.7
Deploy the Social Wellbeing Agency’s Data Exchange to make sure we can seamlessly share data between ourselves
Set to close
and partners in a safe and secure way.
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IN-CONFIDENCE
6. Ministerial Advisory Board Sixth Quarterly Report
HIPOKINGIA KI TE KAHU ĀROHA A TE WHĀNAU
‘He taniwha kei te haere mai -  he taniwha tae kuhu, tae huna e kore rawa
koutou e kitea, e kore koutou e mohio kua tae mai, kia kitea rano i ngā kanohi
a o mokopuna. Ina tae ki tēnā, kaua e patua i o mokopuna - engari hipokingia
o koutou mokopuna ki te kahu āroha a te whānau.’
These are the words of Aperahama Taonui. They are the foundation of all the
Board’s work.
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TE KAHU ARIKI: MINISTERIAL ADVISORY BOARD’S SIXTH ASSURANCE REPORT
1) This report provides a summary of the Ministerial Advisory Board’s (the Board’s)
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assessment of Oranga Tamariki’s progress towards change for the past quarter, March
2023 to May 2023. Within this, we also provide a progress update on Oranga Tamariki’s
response to the recommendations in the Board’s residences report ‘Review of provision
of  care  in  Oranga  Tamariki  residences’, and the disability report ‘Te Kahu Aroha:
addendum report on quality support and service outcomes for tamariki and rangatahi
whaikaha, their whānau, parents and caregivers’.
2) In addition, almost two years on from the release of Te Kahu Aroha and 18 months into
our assurance role for the Future Direction Plan (FDP), we provide our view on overall
Information
progress to date. This is to support you to have visibility as to what is progressing well or
as expected, and where there may need to be more attention to secure progress over the
coming year and beyond.
3) The scale of transformation needed could not have been achieved within the time Oranga
Tamariki has had since the launch of the FDP. We are conscious that comments focused
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on any one individual quarter’s progress could risk distorting a sense of overall progress,
both for whether overall progress is adding up to what is needed, and also that interim
chal enges or progress may be given more weight than they actually indicate. Achieving
substantial transformation that can endure the chal enges that any care and protection and
youth justice systems wil , as we said in Te Kahu Aroha, inevitably face is not a short-term
win but a long-term commitmen
Under t. Stability and steady progress and traction in improving
outcomes is what our tamariki, mokopuna and rangatahi need to continue to see and feel
over the coming years. Achieving this traction demands that Oranga Tamariki remains
dedicated to the plan for transformation over the next decade and beyond.
OUR OVERALL TE KAHU ARIKI FRAMEWORK
4) As in previous quarterly reports, and before summarising our views on progress for each
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pou and theme, we provide a brief explanation of our  Te Kahu Ariki framework. The
framework was chosen to represent the Board’s view that every child is an Ariki in their
own right, with whakapapa linking tamariki to their tūpuna and to future descendants. This
reflects the arikitanga expressed and embodied in the word Tama-Ariki; this is inherent in
the aspiration articulated in the name Oranga Tamariki.
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5)  Te Kahu Ariki, born out of the whakaaro that underpins Te Kahu Aroha, draws inspiration
from the dif erent manu and their feathers which adorn this cloak.

6)  Te Kahu Ariki is both a literal and metaphorical cloak of assurance. Achieving a kahukura
adorned only by the feathers of the kiwi  is the aspiration we set in our Te Kahu Ariki
assurance framework.

7)  We completed a full four quarters’ view of assurance as reflected in a complete cloak
provided in our fourth quarterly report in December 2022 [Appendix 3]. From this you can
see the range of actions that we could assess as kākāriki, representing the feathers of the
kiwi; kōwhai representing the feathers of the korimako; karaka, representing the feathers
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of the kākā; and whero, representing the feathers of the tīeke. Overall, after one year of
assurance, we found that a little over half of the actions were broadly on track for the time
period they were being assessed for.
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8)  We have been unable to provide you with a view of the colours of the feathers of the manu
so far this year. This is as in quarter 5, the FDP was undergoing a significant reset and
many of the actions were shifting. We had hoped then that we would be able to provide
you with an assessment ascribing colours and the feathers they represent for this quarter.
However, we have not been able to reflect a coloured assessment. This is due to the
significant shift in much of the FDP away from specific actions that could be assessed
individually, and into a more strategic direction.

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9)  While unable to provide you with the colour assessments of previous quarters, we remain
confident that our Te Kahu Ariki framework is able to provide you with a robust degree of
assurance and to continue to enable comparison of progress over the last quarter of the
FDP and as its reset beds in. Significantly, we also believe that we are now, with our Te
Kahu Ariki framework overlaying the more strategic FDP, able to provide  you with an
outline of progress since the FDP was released. Meanwhile, in place of the coloured
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feathers, we provide as detailed a table for each of the pou and themes as the refreshed
FDP enables. While less specific than under the old FDP, we believe this is actually a
more meaningful view of progress.

10) Our overall assessment 18 months into our assurance role is that, despite progress
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against a range of actions and now against enabling themes and strategic pou, there is,
unsurprisingly, a long way to go in achieving he kahakura kiwi.

11) We do not believe that this is due to a lack of effort or commitment from Oranga Tamariki.
We are broadly comfortable with the overall level of dedication that Oranga Tamariki
shows to the transformation required. Rather, it is due to the reality that transformation
takes time and needs to be sustained through a range of uncertainties. Achieving he
kahukura kiwi wil  take perseverance for a long while yet.
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ENSURING A FOCUS ON LONG-TERM OUTCOMES

12) The reality that transformation is not quickly or easily achieved is why the Board continues
to stress to Oranga Tamariki that an outcomes framework is needed to guide ongoing
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change. This wil  also help ensure that actions remain fit-for-purpose or, when
circumstances change, can be purposefully amended to remain most relevant.

13) A robust outcomes framework with a long-term outcomes’ horizon and clear weigh points
for assessment along the way could also assist Oranga Tamariki to retain and build on
institutional knowledge, beyond changes in personnel or fluctuating priorities and structural
changes. We note this as Oranga Tamariki (and its predecessors) has gone through
considerable changes  in  structure and staffing over the last 15  years. This has likely
resulted in considerable loss of institutional knowledge and memory, meaning potential for
a lack of understanding of why things were done the way they are, whether they remain
most relevant and efficient, and what has been tried before. We want to be able to be
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confident that there is a solid evidence baseline within Oranga Tamariki from which to test
the near and the long-term value of change.

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14) We think that certainty in direction is necessary, and this quarter we have heard from both
national office and frontline kaimahi that there must be an independent assurance function
across the FDP and past the life of the Board to ensure that progress continues to move
in the right direction towards the transformation needed.  This leads us to repeat  our
recommendation for independent assurance, as we made last quarter.

15) We add to our recommendation for an outcomes framework the suggestion we heard from
Waikato Tainui, when meeting with them this quarter, that a cost benefit analysis of the
value of prevention would be of significant value. We think a cost benefit analysis could
Information
help prove the value of investment in change and therefore help the direction of change to
be sustained, as the return to the public from prevention would be transparent for all to
judge.

16) We intend to ask the Oranga Tamariki Chief Executive to consider the potential value of
commissioning, ideally together  with fellow relevant Chief Executives,  a responding
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analysis. This analysis should review and outline the value for the public in investing in
partnership for prevention to improve outcomes for tamariki, mokopuna and their whānau,
while at the same time supporting more efficient and coordinated  government support
systems.

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OVERALL SUMMARY OF PROGRESS

17) After nearly two years since the release of Te Kahu Aroha, we see evidence of significant
progress and a substantially improved environment. We stress that, while there is a focus
on the ‘here-and-now' changes required, there must also be a focus on sustaining
transformation in the future. An outcomes framework wil  help with this.

18) In addition, the Board supports Te Riu in its current approach to strengthen internal
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discipline and accountability mechanisms around critical work programmes. This should
include robust governance processes and quality plans with measurable milestones.

19) This quarter,  there  has been  positive progress in both of the core pou of Enabling
Communities and Social Work and Professional Practice. Additionally, the Board is
pleased with how the Digital Enablers theme is progressing.
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20) We note that both the Workforce Strategy and the Voices theme are in the early stages of
development, and we hope that in future reports we wil  be able to provide more assurance
on the progress of this work.

21) There are two areas of concern for the Board where we assert that progress is not where
it should be at this stage. The first is the Locally-Led Operating model. We have not seen
what the model will look like,  nor  how the regional boundaries wil  change. We  are
therefore unable to provide assurance this quarter. The timeframes for delivery have been
fluid, and the lengthy process is causing unrest amongst frontline kaimahi and leaders.
The Board is not satisfied that 18 months into our assurance role over the FDP, we are
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still not able to provide substantial assurance on the development of the new operating
model.

Act
22) The second area of growing  concern  this quarter is the residences  space.  There is
increasing risk for the safety of tamariki, rangatahi and kaimahi within the residences. This
appears to be a higher risk than in 2021 when we provided our recommendations in the
review of residences, and also when we revisited residences for assurance in 2022. The
impact of growing numbers of rangatahi in both Care and Protection and Youth Justice
residences and an increase in violence by some rangatahi is concerning. This is at the
same time as retention and recruitment have become particularly challenging, and when
the residences need a skil ed and well-trained workforce. We believe that  significant
capability and capacity issues remain and Oranga Tamariki has been unable to keep pace
Information
with the changing environment.

23) The Board believes that support for residences must be a strong focus for Te Riu in the
coming quarters as the safety of tamariki, rangatahi and frontline kaimahi is critical. This
work wil  be challenging but must be prioritised. It cannot be sidelined as the residences
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often have been, as the potential risks are so significant.

The Oranga Tamariki Action Plan

24) The Board would like to acknowledge Oranga Tamariki for its leadership across the sector
in implementing the Oranga Tamariki Action Plan (OTAP). We know that cross agency
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work can be challenging when there are competing priorities within each organisation. The
Board feels that while there has been progress made on OTAP, the progress is slow and
not where it should be at this stage.

25) We are hearing from both national office and from frontline kaimahi that there are stil
issues with a lack of participation from some agencies. We understand that services such
as education and mental health are a struggle to secure which is having a negative impact
on outcomes for tamariki and rangatahi. It also puts added pressure on Oranga Tamariki
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frontline kaimahi who are having to work harder to ensure the needs of tamariki and
rangatahi are met. There remain instances where tamariki and rangatahi are spending
school hours  in Oranga Tamariki of ices because  of  the  non-responsiveness of some
within the children’s sector. In contrast, we do acknowledge that there has been some
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movement across agencies which, if built on, could result in positive outcomes across the
children’s system.

26)  During engagement with the frontline,  some  kaimahi raised that they have concerns
around the title of OTAP as this can tend to suggest that ultimate responsibility lies with
Oranga Tamariki and does not give emphasis to the purpose of the plan for systemic,
cross-agency collaboration. This was also raised in Dame Karen Poutasi’s system review.1

27) The Board has been briefed on the progress of the needs assessments that have been
undertaken as part of the OTAP work. We note that these are critical to understanding the
gaps in the system,  and the next stage will be how these must be addressed by all
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appropriate agencies. We look forward to seeing a plan in place for this work as soon as
it is available, as we believe that this will be the point when real progress can be made
through OTAP.
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28) While we are advised that tangata whaikaha have been considered as part of the needs
assessments, there is a need for a wider disability system needs assessment to ensure
that all gaps across the system are identified for this cohort and  the current risk  of
marginalising the needs of tangata whaikaha is mitigated.

The Pacific Strategy

29) The Board is pleased with the progression shown in the report we received on the Pacific
Information
Strategy.  We acknowledge that additional resource has been provided to continue to
implement and embed the strategy.  This should  result in  positive  practical impacts  for
kaimahi and the communities they serve.

30) An example of noted progress is the Makahiki Pacific Leadership programme currently
underway. This  programme is designed for Pacific kaimahi who demonstrate a strong
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commitment to Oranga Tamariki’s transformation. The Board looks forward to receiving
an evaluation of this programme to understand how it may be expanded to encourage
further opportunities for Pacific emerging leaders.

31) We look forward to continued updates to understand future successes and barriers that
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may impact progress.

The Disability Strategy

32)  The Board has been receiving regular updates on the progress of Oranga Tamariki’s
Disability Strategy. We were recently presented with the proposed vision statement which
is ‘The mana of tāngata whaikaha me o ratou toa (disabled people and their champions)
is enhanced by meeting their needs, upholding their rights and supporting their hopes and
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dreams.’

1 ‘Ensuring Strong and Effective Safety Nets to Prevent Abuse of Children’, Review of the Children’s
System by Dame Karen Poutasi, November 2022, available at Final-report-Joint-Review-into-the-
Childrens-Sector.pdf (orangatamariki.govt.nz)
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33) The statement document outlines four shifts required to achieve this vision. The Board has
been pleased with the good work and progress evidenced to date. We believe that the four
shifts identified wil  have a positive impact on practice and decision-making to improve
outcomes for tamariki and rangatahi whaikaha, their whānau, parents and caregivers.

34) We are advised that due to the extensive level of engagement undertaken, the Disability
Strategy is now scheduled to be completed in July 2023. We look forward to receiving the
strategy and an update on plans for its implementation.

SUMMARY BY THEME OR POU

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35) In this section, we provide high-level commentary on each of the themes of the FDP.
These are drawn from the attached detailed table, as well as from the tables set out below
covering our Residence and Whaikaha report recommendations.
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Greater Integration of the Voices of Tamariki, Whānau, Whaikaha, Pasifika, Māori and
Rainbow Communities

36) Te Kahu Aroha seeks to improve outcomes for tamariki, rangatahi and their whānau. Te
Kahu Aroha firmly asserts the voice and views of tamariki and rangatahi must be placed
at the centre of all planning and delivery, at community, regional and national levels. The
integration and participation of the voices of all those who experience the service of
Oranga Tamariki must be embedded across all of the work and thinking of the organisation
Information
in order to achieve the culture shift which is sought.

37) The Board understands that the future state of this theme remains in the development
phase,  with some key shifts identified and activity planned for the coming quarter. As
stated in our previous quarterly report, we are pleased to see a specific focus on the voices
of tamariki and whānau Māori, Pasifika and Whaikaha. We further note that this theme
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now includes takatāpui/rainbow voices. We agree that hearing takatāpui/rainbow views is
an important focus for Oranga Tamariki.

38) The Board would like to acknowledge the extensive engagement undertaken to inform the
Oranga Tamariki Disability Strategy. This work now includes the voices of tamariki and
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rangatahi whaikaha, whānau caregivers and community providers. We believe this is a
good example of how voices can inform practice and decision-making and we would like
to see this replicated across all areas of the organisation.

39) We look forward to future updates on how this work wil  progress, inform practice and
decision-making and improve outcomes for al  tamariki, rangatahi, their whānau and the
communities to which they belong.

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Social Work and Professional Practice Pou

40)  The Board is pleased with the ongoing progress made across the Social Work  and
Professional Practice pou. An example of this is the current professional leadership
commitment to ensure the ongoing advancement of the promotion and guidance of quality
practice. The Board highlights that for social work and professional practice to be
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enduring and to continue on the current course, it is imperative that investment in this pou
should continue to be made available to secure future momentum.

41) We have seen further progress that evidences the support for social work professionalism.
This includes revised induction, leadership and cultural competency training programmes.
The  Board looks  forward to evaluations of these and resulting refinements for  future
programmes.

42)  While  we  are pleased to  report  that progress  under this pou appears to be gathering
momentum, there are areas where  we  recommend that Oranga  Tamariki  direct  its
attention so that we can provide further assurance over the coming quarters (such as for
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the workforce strategy and for residences).

43) The workforce strategy is a significant area of work that requires attention both in the short
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and long term. A shortage of registered social workers is impacting on the organisation’s
ability to meet its service delivery requirements. The Board looks forward to the outcome
of work currently being undertaken to revise the workforce strategy. We expect the revised
strategy to take account the impact of the aging workforce  and  the 2022 pay equity
settlement, as well as the on-going pressure of the high number of vacancies at the
frontline. The Board also notes that there are significant workforce pressures impacting
residences.

44) Notwithstanding the workforce pressures, we acknowledge some of the issues identified
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in the Board's Residential Report (2021), and subsequent assurance in 2022, are now
improving, albeit at a slower pace than the Board had expected. We note that workforce
challenges, including high numbers of vacancies, are resulting in induction and training
delays for kaimahi. This negatively impacts their ability to be able to routinely perform to a
competent standard, and to respond confidently to complex needs and behaviour exhibited
by the young people placed in residences.  For the next quarter, the Board would value an
Official
update on the changes that have been made to the original 2021 Residential Strategy.

45) The Board commends the significant progress made by Oranga Tamariki within the Social
Work and Professional Practice pou over the last 18 months. However, we are aware that
without a robust sector wide systems’  approach  that includes  all  relevant  government
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agencies, Oranga Tamariki wil  struggle to meet the needs of children and their
whānau, regardless of how effective the Oranga Tamariki social work response is. The
Board asserts that in support of the vision of Oranga Tamariki, the work being undertaken
to find a collaborative, whole of government approach to child protection must continue at
pace.

Enabling Communities

Released
46) The Board continues to see significant progress within the Enabling Communities pou.
The Enabling Communities theme has, over the last year, broadened out from a specific
action focus to move in a more strategic direction. We support this shift and commend the
Enabling Communities team for taking the lead for the FDP with a strategic shift. We
acknowledge the positive progress being made in partnerships and with devolution.

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47)  While each partnership and prototype varies in the  degree of implementation, the
approach to their development appears to be robust and to be based on well-established
principles. This includes following the pace and scope that iwi partners wish to take. For
some, this means focusing only on prevention, while others seek to be involved across the
whole spectrum from prevention through to transitions from care for older rangatahi.

48)  The differences in scope and priorities for each partner inevitably means significant
variation across the prototypes, with some yet to get beyond initiation. Regardless the
prototypes appear to be supporting a maturing of partnerships with Oranga Tamariki.
Partnerships are augmented significantly by a range of other shared work programmes
with iwi and trusts around the country, including shared intake and assessment processes
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for Reports of Concerns, care responses and transition support. The Board continues to
understand there is mixed capacity and wil ingness amongst sites and regions to partner,
and we continue to offer our support to progress through this.
Act

49) Similarly to supporting the capacity of Oranga Tamariki to partner, there is a need for a
clear plan to support the capacity and capability of partners also. This is important if we
are collectively ensuring partners are not set up to fail and children wil  not be left unsafe.
The Board continues to strongly endorse the need to devolve resources and
responsibilities to iwi and Māori collectives. We are mindful that this needs to be done in a
way that enables sustainable, robust and safe processes so as not to derail transformation
and inhibit the  outcomes that tamariki and rangatahi need. This requires a long-term
investment strategy, and while we understand this is in development, we are yet to see
Information
the plan  so are not yet able to provide assurance on it. We look forward over coming
quarters to seeing how integration of the enabling themes are implemented across this
pou.

50) Meanwhile, Oranga Tamariki needs to continue building its risk mitigation strategies to
ensure that the organisation is fit-for-purpose across the spectrum of services it will
Official
continue to provide. This is as, alongside devolution, Oranga Tamariki will inevitably retain
a significant role across the sector. This also reflects the reality that the State is not able
to, and nor should it seek to, devolve all its accountabilities away. This is a key reason why
a  long-term  workforce  strategy  is needed that sets  a clear plan for the  retention  and
attraction of the numbers of skilled  kaimahi required and enables a stable sector-wide
Under
workforce  capable of meeting the  needs of tamariki and their  whānau. This must  also
include a very clear and monitored focus on supporting and meeting the needs of tamariki
and rangatahi whaikaha and their whānau. At this stage it is not clear how the developing
workforce strategy wil  reinforce the Enabling Communities pou and the increasing
partnership approach it represents.

51) In terms of next steps for Enabling Communities, a range of partners have relayed their
concern to the Board about the risk of future changes in government direction and how
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that could undo the positive gains made in the maturing of partnerships between Māori
collectives and Oranga Tamariki to date. The Board therefore sees value in the outcomes
framework being rapidly advanced, potentially supported by a cost-benefit analysis  to
show the value of the Enabling Communities approach so that it is less  vulnerable to
changing government priorities.

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52) Through positioning Māori collectives and communities to support their tamariki, rangatahi
and  their  whānau  to  be  safe,  heal  and  thrive, the Enabling Communities  pou  has the
potential to help deliver the transformation sought in  Te  Kahu Aroha. This is why
supporting sustainable, enduring and proven capacity and effectiveness of partners is so
important.

Locally-Led Operating Model

53) The Board understands that there is work now getting underway on this theme, and that
one milestone has just been passed in the last week with the release of a discussion
document to  inform internal kaimahi of the plan. Due to the very recent release of the
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discussion document, this does not fall into the quarter we are currently providing
assurance on. However, we note its release as it is relevant to our view of overall progress
in the last 18 months.
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54) Our overall view is that, while this theme as an enabler of the FDP was only established
in the recent reset of the FDP  (by  bringing together actions 1.3 and 1.5 into one
workstream), work to plan and implement these actions should have been well advanced
by now. We commented accordingly in each of our previous assurance reports.

55) We are concerned that 18 months into our assurance role over the FDP, we are stil  unable
to provide substantial assurance on the development of the new operating model. We are
Information
concerned about the level of progress to date and the ongoing fluidity of timeframes
for delivery. We remain unaware of what the locally-led operating model wil  look like and
how the regional boundaries wil  change. We are hearing from some frontline kaimahi and
leaders  that they are similarly unaware,  and that this is causing growing stress  and
uncertainty.

Official
56)  Recent engagement with kaimahi has highlighted that different messages are being
received regarding timeframes and processes. The Board understands the recent
discussion document is intended to help address this information gap, though it is too early
for us to comment on whether it has provided more certainty of process and timeframes
for kaimahi.  Under

57)  A  full  consultation document is planned for September 2023.  We are advised  the
consultation document will include: the Service Delivery regional structure, the Service
Delivery national office structure, a common set of regional  boundaries for Oranga
Tamariki, and delegated authorities. We understand that following consultation  with
kaimahi, a decision document is planned to be released by the end of 2023. In the next
quarter, we expect confirmed timelines for achieving the new operating model, including
an update that the process is on track for the consultation phase. This is what kaimahi
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need with some urgency.

58) Meanwhile, we continue to believe that, as stressed in Te Kahu Aroha, the purpose of
Oranga  Tamariki must continue to be  clarified. As Oranga Tamariki continues to gain
greater clarity around the work that the organisation wil  retain, the work that will be
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shared, and the work that wil  be devolved to community, this should closely inform the
operating model.

Workforce Strategy

59) The Workforce Strategy is currently being reset by Oranga Tamariki. As stated in the last
quarter, the Board is supportive of this. We acknowledge that this revised work is in its
early stages and requires further development. The Board remains steadfast that  the
workforce strategy is a vital component to the success of the organisation’s transformation.
It is important that there is alignment between the workforce strategy and the core purpose
and function of Oranga Tamariki. We wil  also be seeking clarification as to the scope of
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the workforce strategy and whether, at this stage, it is focused on Oranga Tamariki only or
also on the broader sector workforce needs.

Act
60) As outlined in the Social Work and Professional Practice pou summary, the Board is aware
of the significant issues facing the current sustainability of the workforce including an aging
workforce, insufficient number of graduates coming through the education system, and
the impact of the 2022 pay equity settlement. We are interested in understanding what
planning may be underway for attracting social workers from abroad, particularly given
social work is now on the ‘skil s shortage’ list.

61) The Board considers that the revised workforce strategy must include what the future state
workforce should consist of,  including  how  devolution of service provision to iwi and
Information
community groups wil  impact on workforce needs. We accept that the wider social sector
workforce strategy wil  take time to develop. This includes engaging across the sector to
gain a comprehensive understanding of likely sector workforce requirements of the future.

Digital Enablers

Official
62) Work under this theme appears to continue to fit the objective of the fourth over-arching
recommendation of Te Kahu Aroha, which was for data use to support effective decision-
making. We understand that this theme has been split into four workstreams,  and  we
provide more comment on each of the workstreams in the detailed table that accompanies
this report.
Under

63) Overall, the Board is pleased with the progress of the Digital Enablers work, both over the
last quarter and over the 18 months that we have been providing assurance. We believe
that the work to replace CYRAS is critical to supporting  effective  service  delivery  for
tamariki, rangatahi and their whānau.

64) While the work to replace CYRAS is underway, it wil  be important that the organisation
continues to drive the improvement of quality and consistent casework recording. This wil
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support informed decision-making and the confidence of external monitors.

65)  The Board  acknowledges  the replacement of CYRAS  will take a number of years  to
complete. We are pleased with progress to date in planning this significant and expensive
investment, and we support the staged approach being taken to this substantial task.
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Appendix 1

UPDATE ON ORANGA TAMARIKI’S RESPONSE TO THE RECOMMENDATIONS IN THE BOARD’S DISABILITY REPORT

The Board has received an update from Oranga Tamariki on work that is progressing in response to the recommendations in our disability report ‘Te Kahu Aroha: addendum report on quality support and service
outcomes for tamariki and rangatahi whaikaha, their whānau, parents and caregivers’. The Board feels that overall, progress has been made across each of the recommendations in the disability report. However, the
progress is stil  in the early stages for many of the recommendations. As previously noted, we are pleased with the progress of the Disability Strategy, and we believe that this alone wil  go some way to addressing
some of the recommendations. We are concerned that some of the work taking place stil  feels siloed and we believe that the agency would benefit from taking a more coordinated and joined up approach to disability-
related matters. The Board supports current suggestions that a dedicated whaikaha unit akin to the Treaty Response Unit be established for this kaupapa.

The below table provides a progress update and assurance summary for each recommendation.
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Recommendation
Oranga Tamariki progress update
Board assurance summary
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1. Reflecting the existing and sometimes unfulfil ed legal
Oranga Tamariki Disability Strategy
The Board has been receiving regular updates on the progress of
rights of tamariki and rangatahi whaikaha, their whānau,
Oranga Tamariki’s Disability Strategy. We have been pleased with
parents and caregivers, there must be significantly more
The draft vision statement for the Disability Strategy and the four shifts required  the progress to date and we believe that the four shifts identified in
visible commitment by both Oranga Tamariki and the
to achieve the vision were approved by Te Riu in May 2023. Phase 2 of the
the draft vision statement wil  have a positive impact on practice
broader children’s system to ensuring the needs of tamariki  consultation began in early May 2023, focusing on how the vision and the four
and decision-making to improve outcomes for tamariki and
and rangatahi whaikaha, their whānau, parents and
shifts can best be achieved.
rangatahi whaikaha, their whānau, parents and caregivers.
caregivers are prioritised and supported.

Oranga Tamariki Future Direction Plan

(a) More specifically, we recommend:
We are advised that, due to the extensive level of engagement, the
The reprioritised FDP has helped us focus on the core work programmes within  Disability Strategy is now scheduled to be completed in July 2023.
i.  The Oranga Tamariki Future Direction Plan is
the FDP. As we continue to build depth for these work programmes, we wil  be
We look forward to receiving the strategy and an update on plans
refreshed to explicitly include a disability lens across  looking at how we can apply the specific lens of the priority populations,
for its implementation.
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all relevant actions.
including whaikaha across the work.

ii.  That the recommendations of this report are
The Board was also pleased with the refresh of the FDP and in
incorporated into the Future Direction Plan, as this
Planning of an appropriate approach to apply these specific lenses is underway.  particular the inclusion of a ‘greater integration of the voices of
will allow the Board to provide the Minister with
Tamariki, Whānau, Whaikaha, Pasifika, Māori and Rainbow
assurance that the needs of tamariki and rangatahi
Communities’ theme. We hope that work under this theme will help
whaikaha, their whānau, parents and caregivers are
to elevate the voices of tamariki and rangatahi whaikaha, their
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not being deprioritised or side-lined again.
whānau, parents and caregivers.

We look forward to hearing more about the approaches identified to
apply a whaikaha lens to core work programmes within the FDP.
This would ensure that the voices of whaikaha are translated into
action.
Under
2. That the Oranga Tamariki Action Plan states the role of
The Oranga Tamariki Action Plan
The Oranga Tamariki Action Plan
each agency in leading and supporting improvements for
The Board has been briefed on the progress of the needs
tamariki and rangatahi whaikaha, their whānau, parents and  The decisions in the Cabinet Paper were confirmed by Cabinet on Monday 3
assessments that have been undertaken as part of the OTAP work.
caregivers, as this wil  enable Oranga Tamariki to be clear
May 2023, and shortly wil  be released publicly on the new standalone Oranga
We note that these are critical to understanding the gaps in the
about its roles and responsibilities within the system.
Tamariki Action Plan website. This provides a specific pathway to add new
actions to the Action Plan, if proposals are brought forward by children’s
system and the next stage wil  be how these must be addressed by
(a) More specifically, we recommend:
agencies.
all appropriate agencies. We look forward to seeing a plan in place
for this work when it is available as we believe that this wil  be the
i.  Development of a consistent and shared
An update on the assessments programme is provided under recommendation
point when real progress can be made.
understanding of disability both within Oranga
3.

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Tamariki and across the system, to include an
While we are advised that tangata whaikaha have been considered
agreed description of disability that clearly articulates  A lead agency has been identified for each of the Dame Karen Poutasi system
as part of the needs assessments, we believe there is a need for a
what is included within scope and whose
review recommendations, and work has progressed against all
separate wider disability system needs assessment to ensure that
responsibility it is to respond to gaps in support.
recommendations. The four cross-agency working groups wil  be developing
all gaps across the system are identified for this cohort and a
ii.  It is our view that the scope of disability should
advice on key recommendations associated with the children’s system,
joined-up approach can be taken.
include neuro-developmental challenges and
information sharing, mandatory reporting and the vetting of caregivers. Initial
learning difficulties such as Foetal Alcohol Spectrum  updates on mahi towards delivering on the recommendations has been provided
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Disorder and At ention Deficit Hyperactivity Disorder.  to the Minister for Children. The Minister has instructed that officials prepare a
Many of the unmet needs of tamariki and rangatahi
Cabinet Paper for July 2023 updating his colleagues.
The Disability Strategy
within the Oranga Tamariki system relate to a lack of
The Board acknowledges that a prototype definition of disability has
agreement between government agencies as to
The Disability Work Programme
been developed as part of the Disability Strategy workstream. We
whether the presenting concerns fall within their
The ongoing development of the disability strategy wil  define disability for
understand this has been signed off by Te Riu and is being tested
understanding of what the term disability includes,
Oranga Tamariki. The strategy wil  also include actions for the agency to meet
with stakeholders as part of the phase 2 engagement on the
and which agency is responsible for addressing
the vision of the strategy reflecting the social and rights-based model of
strategy. We expect that once confirmed, this definition wil  help the
them.
disability. It wil  also include actions to improve outcomes for disabled people we  agency to gain a shared understanding of disability which will
iii.  We welcome the development of collective language  work with. Multiple areas of the business wil  be accountable for those actions.
support service delivery for tamariki and rangatahi whaikaha, their
that reflects current and emerging values framing
whānau, parents and caregivers.
disability in a rights-based framework rather than a
The prototype definition has been signed off by Te Riu and is being tested as
deficit-based approach.
part of the Phase 2 consultation on the Disability Strategy.
The Board asserts that once a shared definition is confirmed, there
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iv.  At the same time, we consider that mental health
Mental Health
wil  need to be significant training for kaimahi to be able to
concerns should be clarified as primarily a matter for
understand the definition of disability and the parameters within
Engaging with the Ministry of Health on re-drafting the Mental Health Act to
the health sector to lead the response on. We state
this, as well as the rights-based approach that must be taken.
reflect new requirements for acute mental health services.
this in the hope that this support can be unblocked
Mental Health
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quickly as we are hearing desperate need for it from  The Social Wellbeing Commit ee (SWC) consideration of the Cabinet paper has  The Board notes that a needs assessment on Mental Health has
tamariki and rangatahi whaikaha, their whānau,
been postponed until further notice. The Ministry of Health has indicated that
been undertaken. We hope that the findings from this wil  support
parents and caregivers, and from Oranga Tamariki
they wil  inform us of next steps in the drafting of the new legislation in due
this work.
frontline kaimahi. Oranga Tamariki kaimahi are
course.
already stretched but are stil  expected to be the
default service provider for mental health needs,
having to try to find appropriate support for mental
health needs in the absence of a systemic and
specialist response.
3. A cross agency plan is urgently needed to address the
The Oranga Tamariki Action Plan
The Oranga Tamariki Action Plan
Information
lack of specialised care support and the lack of appropriate
placement options for tamariki and rangatahi whaikaha. The  During April-May 2023 Oranga Tamariki published cross-agency responses to
The Board has received the needs assessments that have been
plan should also provide options for more support for carers  in-depth assessments of need on the Oranga Tamariki Action Plan website
completed so far. We acknowledge that these are an important
so that they can appropriately provide for the needs of the
(mental health needs, and housing needs for the transition cohort).
step to identify the gaps in services such as housing, education and
tamariki and rangatahi whaikaha in their care, and to
Oranga Tamariki, Te Whatu Ora, and Te Aka Whai Ora are working closely to
mental health. As stated above, while we are advised that tangata
support the provision of more care options, including
commission additional mental health professionals in Epuni while working on
whaikaha have been considered as part of these assessments, we
Official
placement options.
ensuring long term solution that is culturally responsive.
believe there is a need for a separate wider disability system needs

assessment to ensure that all gaps across the system are identified
(a) There is an urgent need for more, and more
Oranga Tamariki progressed to near completion an in-depth assessment of
for this cohort and a joined-up approach can be taken.
appropriately tailored, support to be provided to caregivers
education needs for the transitions cohort, and significantly progressed the
Cross Agency
so they can sustainably meet the needs of tamariki and
research and engagement stages of in-depth assessments of need for primary
rangatahi whaikaha in their care.
health care, and healthcare for the transitions cohort.
The Gateway review appears to stil  be in the early stages of
Under

Children’s agencies delivered a cross-agency response to the assessment of
engagement. The Board would appreciate a briefing on this when a
(b) A review of the process for implementing agreed
education needs for the in-care cohort in April 2023. The cross-agency response  plan is in place for how this wil  progress with Education, Whaikaha
caregiver support plans is needed, to ensure that carers are  includes actions relating to information sharing and includes progressing the
and Health.
receiving the support that has been identified and agreed.    review of student aide support for children in care.
The Board acknowledges the work that is being undertaken
This assessment programme wil  run for the majority of 2023, with future
together with Whaikaha to respond to the UNCRPD
assessments determined later in the year.
recommendations. We would be interested to see the Whaikaha
Cabinet paper that sets out who is responsible for each
Alternatives to residential care work programme
recommendation and what the proposed implementation plans are.
This action is not included in the reprioritised FDP, but the intent is embedded
During Board engagements with the frontline we are stil  hearing
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across other work programmes.
that there are agencies that are not coming to the table when it
Funding has recently been approved to establish a work programme within
comes to working together with Oranga Tamariki to support
Service Delivery for alternatives to residential care, including specialist
tamariki and rangatahi whaikaha. The Board would like to see more
caregiving and transitions projects, which wil  include:
progress with OTAP and we believe this wil  go a long way to
fulfil ing this recommendation.
•  specialised caregiving roles for high and complex needs including
remuneration, and ongoing support and development

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•  other alternatives to residential care, including de-institutionalisation and new
builds.
Caregiver Support Plans
The Board notes the commitment by Oranga Tamariki to comply
Cross-Agency
with the National Care Standards. However, we are unclear about
1. Engaging with cross-sector agency work e.g., Proposed Gateway assessment  the consistency of supports that are offered to caregivers of
of health and education needs.
tamariki and rangatahi whaikaha to meet their specific needs. A
The Gateway Review is jointly owned by Oranga Tamariki, the Ministries of
tailored plan must not only identify the need but should also result
Health and Education, Te Whatu Ora, Te Aka Whai Ora and Whaikaha. Oranga  in appropriate services and supports.
Tamariki provides additional coordination and programme support.
The Board would be interested in receiving any analysis completed
The following actions have been completed:
to evidence identified needs resulting in services and supports
within caregiver support plans.
•  first engagement with the (Oranga Tamariki) Youth Advisory Group was held
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on 16 May 2023
•  the first engagement with VOYCE Whakarongo Mai is currently being
confirmed
Act
•  initiated conversations with Oranga Tamariki regional managers and
partners to begin regional engagements (including connecting with their
cross-agency counterparts)
External engagement through to August is currently being planned, and wil
involve:
•  approximately four regional hui (kanohi ki te kanohi) across the country,
where we wil  aim to gather insights from the relevant health, education, and
Oranga Tamariki kaimahi and partners in each area (i.e. understand current
practices and innovation, what is working, what isn’t, what would a better
future look like?)
Information
•  some national-level engagements with health, education, and Oranga
Tamariki kaimahi (e.g. Gateway coordinators, social workers, clinicians,
teachers), advisory groups/panels (e.g. Youth Advisory Group), and iwi and
Māori and community partners
•  a national survey which wil  be available for anyone we haven’t already
talked to, or who would like to provide additional input.
Official
Across our whole engagement approach we are aiming for a partner-led and
regionally-led approach. As we start talking with partners and regional kaimahi
we expect we wil  have additional insight as to the best way to engage with
tamariki, rangatahi, whānau, and caregivers.
2. Working with Whaikaha and other disability agencies to respond to the United
Under
Nations Conventions on the Rights of Persons with disabilities (UNCRPD) and
develop an Implementation Plan. These recommendations address issues eg
supports for prevention coming into care, addressing residential care and
improved inter-agency working.
Whaikaha is developing a paper to go to Cabinet in June 2023 setting out
responses to each recommendation and which agency is responsible for
implementation planning for each recommendation.
A suite of recommendations related to residences have been identified, and a
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workshop was held with Whaikaha and other relevant agencies in late May 2023
to determine how the agencies can work together to address the
recommendations.
Caregiver support plans
Implementing and reviewing caregiver support plans and monitoring process (as
per article 3, National Care Standards). Tailored support is part of the support
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planning process and reflects individual need of caregivers regarding the needs
of the tamariki they’re caring for.
Care is largely compliant with the Care Standards, however ensuring quality is
an ongoing focus.
4. There needs to be provision for specific induction on
Puāwai Induction and Leading Practice programme
The Board is pleased that a focus on disability had been included in
Oranga Tamariki’s role for disability for new frontline
both of these training programmes and that this kaupapa is being
kaimahi, and provision of ongoing training and resources to  The disability kaupapa is included in the Puāwai Induction programme and
provided to new kaimahi early in the programme.
support kaimahi to deliver effectively for the tamariki and
covers working with tamariki and rangatahi whaikaha, their whānau, parents and
rangatahi whaikaha, their whānau, parents and caregivers
caregivers.
It is good to hear that the regional disability advisors are being
kaimahi are supporting.
Regional Disability Advisors outline the Disability Strategy and give guidance on  included in this training. Throughout our engagement with frontline
resources and supports available to kaimahi.
kaimahi we heard that the regional disability advisors are a useful
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resource to support service delivery when working with tamariki
The disability kaupapa is also included in the Leading Practice programme for
and rangatahi whaikaha. However, we were advised that not all
Supervisors, Team Leaders and Practice leaders. Regional Disability Advisors
kaimahi were aware of this resource.
advise how to provide leadership to staff working within the disability guidance.
Act In the coming quarter the board plans to engage further with
The kaupapa is now included in wananga 2 rather than waiting till week 10, to
frontline kaimahi to test the effectiveness of this kaupapa in the
help ensure it is reflected across all areas of practice and is prioritised
training programmes.
throughout the course.
Additionally, we believe that kaimahi would benefit from specific
The programmes are updated and iterated each quarter, to ensure new
training on how to engage with whānau and caregivers supporting
guidance, policies, and tools are continually reflected throughout the course.
tamariki and rangatahi whaikaha.
Good feedback has been received from kaimahi on both programmes.
5. Comprehensive and up to date information and guidance  New guidance has been published on the Practice Centre to support
The Board acknowledges the ongoing work to develop disability-
on disability issues needs to be regularly updated, with
understanding and practice with people living with Fetal Alcohol Spectrum
related guidance for kaimahi and it is reassuring that kaimahi are
Information
feedback from frontline kaimahi incorporated to ensure it
Disorder (FASD) and neurodiversity.
being made aware of this.
remains fit for purpose. This also needs to be made more
accessible and easier to find for frontline kaimahi. It should
We intend to support implementation of the new guidance with a He Akoronga
We believe that the guidance on working with specialist assessors
include information on the supports and services available
session.
and health and disability service providers, together with identifying
in the communities they serve, and resources that can be
Work on improving the accessibility of our guidance, including disability
disability supports, will be useful for kaimahi. During our
provided to whānau and caregivers.
guidance, is underway. We have started implementing audio recordings of our
engagement with frontline kaimahi, the Board heard numerous
policies to create other ways for kaimahi to engage with the material; this is an
times that accessing the supports tamariki and rangatahi whaikaha
Official
ongoing programme of work.
need is a challenge.
Guidance on working with specialist assessors and health and disability service
providers, and identifying disability supports is underway, and is expected to be
finalised and published in the next two months.
6. There should be commitment to evaluating outcomes for  Oranga Tamariki core work
The Board believes that this work will be a critical lever to identify
Under
tamariki and rangatahi whaikaha, their whānau, parents and
any unmet need for tamariki and rangatahi whaikaha in out-of-
caregivers from service and programme delivery by Oranga  High Needs Services and the Evidence Centre have commenced a descriptive
home care. It wil  provide a greater understanding as to whether
Tamariki. Furthermore, legislative and regulatory changes,
audit/evaluation analysis of a cohort of 126 tamariki and rangatahi who are
Oranga Tamariki is meeting its requirements in terms of legislation
and particularly whether their actual impacts meet their
currently in specialist out-of-home care. These tamaiti are Disability Support
and professional practice.
intended impacts, should be routinely evaluated. Had this
Services (DSS) eligible and are receiving support from Whaikaha via funding
been in place, we assert some of the unintended impacts of  schedule of the MOU between Whaikaha and Oranga Tamariki. This work is to
The purpose of this recommendation was around ongoing
the repeal of section 141, for example, would have been
provide assurance that Oranga Tamariki is meeting its obligations to disabled
evaluation particularly when there is legislative change to ensure
identified and potentially addressed at least in part by now.
tamariki who are in specialist out-of-home care, specifically in relation to
tamariki and rangatahi whaikaha and their whānau, parents and
legislation and relevant good practice standards of care. The objective is to help  caregivers are having their needs met.
ensure that Oranga Tamariki is meeting the safety and wellbeing requirements
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of these tamariki. Oranga Tamariki is also required to undertake this review work  The MoU with Whaikaha is critical to clarify the roles and
as part of budget commitments to support section 141 repeal impacts.
responsibilities of both agencies, which is particularly important
since the repeal of section 141.
The Disability Support Services (DSS) case file data collection is almost
complete, at which time the Evidence Centre wil  carry out analysis and
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reporting. The findings wil  help improve our understanding of their engagement
with Oranga Tamariki and service improvements.
The audit of cases is expected to be accompanied by later evaluative activities
to gather the voices of these disabled children and their whānau – building on
the initial case file audit – to sense check the findings with them and talk about
their backgrounds and experiences with Oranga Tamariki. This project is in the
planning stages and is intended to start later in 2023.
Cross Agency
Working with Whaikaha to revise current MOU.  As part of that, addressing long-
term joint funding arrangements, publishing roles and responsibilities guidelines
and developing an additional schedule to outline agencies’ intent for future work.
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The first tranche of work is near complete. The MOU and the roles,
responsibilities and schedule are being reviewed internally. After the review has
been completed the MOU wil  be sent to Whaikaha for their agreement.
Act
The funding schedule has been reviewed but work with Whaikaha is ongoing to
better manage the transfer of funding.
We expect the revised MOU wil  be signed in July 2023.
7. There needs to be a plan to improve the collection of
The Disability Evidence Plan
The Board has received a briefing on the Disability Evidence Plan.
disability data within Oranga Tamariki to better inform
We know that this work is a big task, and it is expected to continue
service design and delivery.
The Evidence Centre has finalised the Donald Beasley Institute (DBI) report on
Disability Data Models. Dissemination wil  begin shortly, and follow-on workshop  over the next 2-5 years. We believe it will be critical to gain bet er
wil  be held. This wil  help inform improved disability data collection guidance,
understanding of the needs of tamariki and rangatahi whaikaha and
processes, and standards.
to better inform service design and delivery.
Information
The Evidence Centre is also continuing to develop an improved suite of disability  We expect that this work wil  also feed into the design to replace
data variables to help estimate prevalence, drawing on Gateway data, critical risk  CYRAS which we know is another long-term work programme.
alerts, and CYRAS.
While this work is progressing, we hope that there are lessons that
can be learnt as it develops. We look forward to future updates and
tangible results.

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Appendix 2

UPDATE ON ORANGA TAMARIKI’S RESPONSE TO THE RECOMMENDATIONS IN THE BOARD’S REVIEW OF RESIDENCES

The Board has received an update from Oranga Tamariki on work that is progressing in response to the recommendations in our review of residences. We acknowledge some progress has been made, albeit at a
slower pace than expected. We understand some of the pressures are directly related to workforce challenges including high numbers of vacancies which impact the ability for new and existing staff to attend and
embed training. The Board is concerned that the issues highlighted in our Residential Report (2021) and subsequent assurance in 2022 are now amplified, posing significant safety and wellbeing risks for rangatahi,
kaimahi and the organisation. We are confident that residential kaimahi are doing their best in a very challenging environment. However, they need active support and higher visibility from senior leadership to provide
a direct focus on the current issues and resources to address these.

The below table provides a progress update and assurance summary for each recommendation.
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Recommendation
Oranga Tamariki progress update
Board assurance summary
1. There is a shortage of placement and treatment
Care & Protection residences 
Care & Protection Residences
Act
options for tamariki presenting with high and complex
Responsibility for the long-term work to build alternatives to Care & Protection

needs, and who are potentially at imminent risk of harm to residential care including specialist caregiving and transition services, now sits with the  The Board understands that current demand outweighs supply of
themselves and/or to or by others. This is a pressing and  Director Care Services, Service Delivery.
placement options to meet the needs of tamariki with high and
immediate issue. The first priority for these tamariki and
complex needs. While several new homes have been built, we are
rangatahi must be that there are appropriate options for  While this work is ongoing, Residential and High Needs Services have developed some  concerned these are ‘bespoke’ placements only intended for 1 or 2
them to have a safe place to go, where the risk of any
immediate care options and solutions for tamariki on a case-by-case basis, and where  tamariki/rangatahi at any one time which does not address the
harm to themselves or others can be appropriately
possible this has included care partners. 
current lack of options to meet high and complex needs.
managed. This means plans for new residences should

be accelerated so that the range of options for residential  The residential services team in Canterbury has established two new homes over the  Youth Justice Residences
care is expanded and more placements are made
past ten months, He Tīmatanga Hou and Te Wharau. These homes were set up to

available over the coming years. It also means that
provide care for specific tamariki who were previously in residences. 
The Board had a discussion 18 months ago with previous YJ senior
Information
current residences must be adequately supported, as

leaders on the residential strategy outlining services and new builds
they wil  be needed at existing capacity at least until a full  A group of three new homes is also currently being established with input from police,  they were developing within communities alongside Māori and Iwi
suite of new residential care options are in place, if not in  health, and education. The operating model was established in December 2022 and is  providers. We have recently been presented with a new strategy
addition to the new builds for the long term.
connected to the working group led by Whitiora, a Te Ngāi Tūāhuriri Rūnanga (Ngāi
which does not appear to align with the previous one.
Tahu - Mana Whenua in Christchurch and North Canterbury) mandated organisation

and the wider regional Canterbury Collective. 
In order for the Board to provide assurance on this

recommendation, we need some clarity on how the new strategic
Official
Nationally, Operational Support Services is focused on delivering consistent support for  plan FY25-26 has been informed. Regarding the community
Care and Protection residences. This includes the recent appointment of two new
residence programme, the Board notes a lack of timeframes to
Residence Advisors. Locally, this is supported by the appointment of Residential Quality achieve the transformation they are seeking. We are unclear about
Leads, and Residential Training Facilitators (one appointed and another currently under  the plan for the immediate future.
recruitment).

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Youth Justice Residences 
The YJ Community Residence programme now sits with the Director Youth Justice
Transformation in Service Delivery. This programme wil  establish new capacity for
community-based youth justice placements through the development of seven five-bed
YJ Community Residences. Young people wil  enter a secure YJ Community Residence
if they are placed into the custody of Oranga Tamariki, an iwi social service, or a cultural
social service (while on remand or following a response from the Youth Court). It is
hoped that some young people requiring placement due to their offending may be able
to do so in a YJ Community Residence and/or that a YJ Community Residence could be
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part of a 'step down' process to allow a young person to transition back to their family
from one of our secure Residences or other remand placement. 

It is an aspiration of the programme that these homes wil  enhance the delivery of
therapeutic, culturally appropriate services in safe environments that are in line with the
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Oranga Tamariki strategic objectives and international best practice for youth justice
services. 

This wil  involve engaging differently with mana whenua, iwi, Māori organisations and
the community. The vision is that young people who offend and are placed in the
custody of Oranga Tamariki can remain close to home and have their needs met while
preserving and strengthening their identity, relationships with whānau and whakapapa,
and their wellbeing. The YJ Community Residence Programme wil  incorporate modern
thinking around managing young people in the least restrictive setting appropriate to
their needs while incorporating security features to ensure public, staff and tamariki
safety.

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In addition to our Strategic Plan outlined above, our Youth Justice Residences are
prioritising staf  safety and making immediate short-term changes regarding staff
wellbeing, buildings and security, as well as improving key relationships (such as those
with our response agencies like Police) and making a number of systems and process
Act
improvements.
2. As recommended in Te Kahu Aroha, a social sector
We are progressing a number of specific Workforce Development initiatives for our
The Board asserts the need for a Social Sector Workforce plan to
workforce plan is urgently needed. The workforce
residential kaimahi. Some of these are also detailed in the next recommendation in
be established at a pace. The Residence workforce would be a
strategy that Oranga Tamariki is developing in response  relation to workforce requirements. 
critical component of this plan.
to this recommendation should explicitly include ensuring  In addition to these we have:

the residential workforce:
•  extended our YJ induction programme, Te Waharoa, from 4 weeks to 6 weeks,  We have an interest in the development and support of this allied
•  has the right mix of skil s and specialisation;
with a specific focus on floorcraft and embedding the learning in a practical way  workforce to address the specific requirements for residential
•  is appropriately valued at Oranga Tamariki;
(since 15 May 2023);
kaimahi.
•  is recruited, inducted, trained and skil ed for the
•  rolled out critical debrief training for our YJ residential leaders and provided

levels of specialised care needed at the
additional processes and supports to be put in place for kaimahi following an
The Board would value a strategic conversation over the next
Information
residences;
incident;
quarter.
•  has a culture of accountability, supervision and
•  progressed our First Line Leaders training (YJ Residences);
reflection led from the top and across the
•  increased the number of Safety Interventions Instructors in Care & Protection
residences.
residences to eight. There is now a minimum of one instructor
per residence. The training frequency of Safety Interventions has been increased
within Care & Protection residences, and 235 kaimahi have now been trained.
This covers 99% of kaimahi who require training; recertification is occurring on a
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6-monthly cycle.
3. While the workforce strategy is being built, there are  As above regarding Workforce Development. Specific work is also underway in relation  The Board acknowledges the work that Oranga Tamariki is doing
some actions that can be taken more immediately which  to specific roles as follows:
and notes that this is stil  in the development phase. We look
we think wil  help. These are that Oranga Tamariki
•  Phase 1 - audit all of the position descriptions for our YJ residence
forward to seeing phase 1 (which wil  be prepared by the end of
should:
care/night/youth worker roles (by end of August 2023).
August 2023). We are interested in some of the short-term
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•  standardise job titles and requirements for the
•  Phase 2 - determine operational requirements for Youth Justice residence
strategies that could be moved from conceptual thinking to being
current range of residential/care/night/youth
frontline roles. This work is dependent on other work underway across Oranga  operationalised until there is an agreed workforce strategy.
worker roles, and specify what qualifications and
Tamariki, particularly the Future Direction Plan and the development of the

training need to be met over the first year of
Model of Care/Operating Models for YJ residences (to be completed by the first  This work is planned for 2024 which wil  be beyond the life of this
employment so they can fulfil their role
quarter of 2024).
Board. It wil  be important that there is an accountability mechanism
appropriately;
•  Phase 3 - the final phase is consultation with kaimahi about any proposed
in place to ensure this happens.
•  work with relevant tertiary providers to develop a
changes (this is planned for the second half of 2024).

range of options to enhance specialist skil s for


staff.
Al  of the work currently underway to improve the capability and capacity of our kaimahi
Released
wil  help us to identify the skil s, attributes, qualifications and training that wil  help our
kaimahi be the best they can be.

Oranga Tamariki will shortly submit its STAR micro-credential application to NZQA.
STAR wil  be a level 3 qualification and is intended to pave the way to other
qualifications that wil  be tailored to the group care workforce. This work is progressing
in partnership with the Workforce Council.
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4. The work underway to develop national standard
This is part of a wider workplan that wil  develop the quality system for residences and  Refer to the Board’s narrative on action 4.5 in the Social Work and
operating procedures should proceed at pace.
focuses on developing practice guidance, and policy and operational monitoring
Professional Practice pou.
systems. The aims are to: 
•  support implementation of the practice approach in residences;
•  meet legislative and regulatory requirements; 
•  establish consistency between residences, with variations reflecting differences
between Care and Protection and Youth Justice; 
•  enable safe environments and practices.   

This project is a collaboration between Quality Practice & Experiences (QPE) (lead) and
Residences, and has three phases:
1.  Establish the project including resourcing and a Quality Assurance Panel -
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complete by 26 May 2023.
2.  Create a ‘Residences’ page on the Practice Centre. This involves reviewing
existing materials to ensure these are fit-for-purpose – complete by October Act
2023.
3.  Designing the new system. This involves scoping the materials required,
prioritising and progressing the development of those materials accordingly –
start by November 2023.
5. The review of the residences’ legislative and regulatory The review of the legislative and regulatory framework for residences continues towards The Board expects a briefing next quarter on the proposed
framework should continue as a priority so that the
a framework that is fit for purpose to support a broader range of residential care options. legislative amendments and outcomes sought from these
framework is fit for purpose to support a shift to a broader Of icials are working with a rōpū Māori of subject matter experts to jointly explore the
amendments.
range of residential care options, and noting that changes issues and design options for consideration. Issues papers have been prepared and
to the legal framework would also require training to
shared with stakeholders, submissions received, and hui with a wide variety of
ensure a robust understanding of the legal framework
stakeholders undertaken. A further round of engagement is planned as more detailed
amongst all staff.
proposals are developed. Given the delay to the final report of the Royal Commission of
Information
Inquiry into Abuse in Care, officials are also exploring ways to ensure the benefit of the
Commission’s work can inform policy development. The aim is to introduce an
amendment Bil  to Parliament in 2024.
6. A strong assurance function that monitors delivery and  Recently we have developed a self-monitoring framework to support robust oversight
The Board recognises the commitment by Oranga Tamariki to
consistency in care provision across Oranga Tamariki
and improvement of practice with tamariki in care, with a specific focus on the
support robust oversight and improve practice development across
should be established.
requirements of the Oranga Tamariki (National Care Standards and Related Matters)  the whole care spectrum. However, we note that a specific focus on
Regulations. Our self-monitoring approach draws on a r
Official ange of sources of data,  residences is its infancy. We assert that residences require
information and insights which together help us understand, for key practice
attention and resources as they continue to work alongside some of
expectations (a) whether something was done, (b) how well it was done, and (c)
the most vulnerable tamariki and rangatahi in the custody of the CE.
whether it met the needs and expectations of those it was designed to support. These  The Board looks forward to receiving a full and robust progress
include: structured data, case file analysis, and information from surveys and other
update next quarter.
engagement. We are also continuing to strengthen the sources of information and
evidence-gathering to inform our self-monitoring across all three areas. Our self-
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monitoring approach is focused on generating timely and actionable insights that drive
meaningful improvements in practice for tamariki and rangatahi in care. 

Significant efforts are being made to develop a systematic technique for addressing
assurance at the local level, with the goal of establishing a unified national y-driven
approach to quality and assurance, as mentioned above. This project recognises the
necessity of consistently delivering high-quality outcomes across the many residences
and community-facing care-homes. Quality Practice & Experiences and Residential
Services are working together to develop seamless frameworks and standards that can
Released
be deployed across the country. These frameworks are intended to specify key quality
indicators, set standards, and outline clear mechanisms for monitoring and evaluating
assurance practises at the local level, while aligning with the self-monitoring framework.
7. With regards to the grievance process, there is a need  In order to achieve national consistency and enhance accessibility for young people, a  The Board notes a review of the existing grievance process has
for significantly strengthened coordination and clarity of  comprehensive review of the existing grievance process has occurred. Immediate
occurred. However, alternative means of making a grievance such
accountability, and:
improvements focused on addressing the forms used and refining their language to
as technological solutions are stil  being explored. We look forward
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•  nation-wide consistency in implementing the
ensure clarity and ease of comprehension. We are also exploring technological
to engaging with Residences in the next two quarters to understand
grievance process needs to be applied across the  solutions to eliminate barriers that hinder tamariki and rangatahi access to Manaaki
the implementation of the new grievance processes and
residences, with serious complaints being
Kōrero. In addition to these practical changes, it is important that we also think about
mechanisms to ensure a transparent and accessible grievance
investigated independent of the residence it was  how we can empower and teach children to effectively voice their concerns through
process is available and working for tamariki and rangatahi. Refer
made against;
feedback and complaints, transforming it into a valuable social skil .
to the Board’s narrative on action 1.4 in the Social Work and
•  immediate steps should be taken to improve the
Professional Practice pou.
accessibility of the grievance process for young  We have undertaken a thorough evaluation of the training provided to those involved in
people (for example, not requiring complaints to  the process, ensuring they are equipped with the necessary knowledge and skil s to
be handwrit en);
deliver the service. Visual cues have been implemented to support the removal of
•  a review of the structure of the Grievance Panels  barriers, making the process more inclusive and accessible. Ongoing improvement
is needed to ensure the roles remain fit for
efforts focus on activities that instil confidence in the process, including familiarising
purpose and are being utilised to the best of their  stakeholders with relevant metrics about the complaints that are made and
1982
ability.
implementing appropriate controls such as policies, guidance, and reporting
mechanisms.
8. Holistic and integrated therapeutic care matched to the We have a number of initiatives underway that are intended to improve the way in which Given the pressure Oranga Tamariki residences are under at the
Act
needs of each tamaiti should be consistently provided
we provide care in our residential environments. This includes:
moment, this action needs to be driven by OTAP and wil  require a
across the system, from within Oranga Tamariki and from
•  The delivery of the YJ Residences & Homes Strategic Plan and the development wider cross-agency response to the needs of children with high and
all agencies with shared responsibilities. A committed
of the Model of Care and operating models. The work to develop the Model of  complex needs. We would like to understand where the residential
multi-disciplinary approach is required at the very least.
Care (and operating models) is included as a key deliverable in the Strategic
response fits within OTAP.
The development of the Oranga Tamariki Action Plan is
Plan and wil  be completed in FY24 (subject to approval and resourcing of the
an important opportunity to drive a shared systems
Strategic Plan).
approach to care.
•  Working in partnership with the Quality Practice & Experiences (QPE) team to
develop an approach for incorporating the Practice Approach (practice shift to
Māori-centred practice) into our residential environments (Care & YJ), in a way
that acknowledges our unique environments. We see this as a significant and
positive step forward for our practice with rangatahi in residences.
Information
•  A specific project to consider how we can ensure young people are able to
engage in programmes and activities that meet their needs and plans. The first
step in this project is a stocktake of internal and external programmes we offer in
Youth Justice residences. This is soon to be completed. The next step is to
understand the needs of our rangatahi and what programmes would be effective
for rangatahi (particularly those on remand). In the Youth Justice space we are
also exploring opportunities to understand programmes offered in a Corrections
Official
environment and a further workshop is planned for June.
•  Multi-Agency Team approaches are being improved in both our Care &
Protection and YJ residences.
9. Meanwhile, in order to support a more coordinated
We are working on a National Schedule to the Memorandum of Understanding (MOU)  The Board believes there should be an MOU between each
systems approach and provide specialist care matched to with Education and updating the MOU with Ngā Taiohi National Secure Forensic Unit. At residence and local Mental Health services and the Ministry of
the needs of each tamaiti, and in alignment with
a regional level, we continue to progress the Residential Service Level agreements. 
Education. The Board is interested to know which residences have
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development of a workforce strategy, Oranga Tamariki
those agreements. For those that do not have agreements we
should, as soon as possible:
Regional interagency mahi continues, and those multi-agency groups continue to
would like to know when they wil  be in place.
•  ensure every residence has a current agreement  develop and improve, with Puketai being well-established and mature. We are taking

with DHB Mental Health Services and with the
the learnings from Puketai and Epuni as we look to replicate these groups
The Board acknowledges that Oranga Tamariki is looking to
Ministry of Education Regional Manager that sets  in Tāmaki Makaurau rohe (for Korowai Manaaki, Whakatakapokai and Kaahui Whetuu)  Puketai and Epuni as an example and that over time, service
out agreed service obligations and expectations  and at Te Au Rere a te Tonga.
provision outcomes frameworks for every tamaiti are being
for accountability for and provision of services to
implemented across every residence.
young people living in residences;
We have a work programme at each of our residences to implement the
Released
•  ensure a service provision outcome framework is  recommendations from the ERO Review from June 2021.
in place outlining the skil s and support every
As this relates specifically to transition to health and education services in the
tamaiti (and their whānau) can expect to have on  community this aligns with the work being undertaken above. It also connects to the
transitioning out of a residence.
work we are doing in relation to a strong assurance function.

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Appendix 3

IN-CONFIDENCE
TE KAHU ARIKI
December | 2022
TE KAHU ARIKI QUARTER 4 SUMMARY
Te Kahu Ariki is the Ministerial Adv isory Board's Assurance
Throughout this report y ou will see each action identif ied with
It is the ultimate aspiration of this Board to be able to prov ide
Framework. This reﬂects the arikitanga expressed and
one of f our colours of Te Kahu Ariki, namely the kiwi,
a kahukura adorned only by the f eathers of the kiwi
embodied in the word Tama-Ariki; this is inherent in the
korimako, kākā or tieke.
aspiration articulated in the name Oranga Tamariki.
The cloak depicted below demonstrates the f iv e themes of
We hav e ascribed a colour to each f eather and manu that is
the Future Direction Plan. Rows represent actions and are
Te Kahu Ariki, born out of the whakaaro that underpins Te
ref lectiv e of their nature and importance. The colours are
presented in descending order. For each theme there are
Kahu Aroha, draws inspiration f rom the dif f erent manu and
intended to highlight where attention may be warranted to
f our columns, one f or each quarterly report due. As this is the
1982
their f eathers which adorn this cloak.
progress implementation of the Future Direction Plan.
f ourth quarterly report, the cloak f or 2022 is complete. The
cloak now ref lectsa f ull y ear of assurance on implementation
of the Future Direction Plan and how it is adv ancing towards
the intentions of Te Kahu Aroha.
Act
Information
Official
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Kiwi
Korimako
Released
Kākā
Tieke
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TE KAHU ARIKI – JUNE 2023
GREATER INTEGRATION  OF THE VOICES OF
TAMARIKI, WHĀNAU, WHAIKAHA,  PASIFIKA,
MĀORI AND RAINBOW COMMUNITIES
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Act
Board high-level theme summary
Te Kahu Aroha seeks to improve outcomes for tamariki, rangatahi and their whānau. Te Kahu Aroha firmly asserts the voice and views
of tamariki and rangatahi must be placed at the centre of all planning and delivery, at community, regional and national levels. The integration
and participation of the voices of all those who experience the service of Oranga Tamariki must be embedded across all of the work and thinking
of the organisation in order to achieve the culture shift which is sought.
The  Board  understands  that  the  future  state  of  this  theme  remains  in  the  development  phase,  with  some  key  shifts  identified  and  activity
Information
planned for the coming quarter. As stated in our previous quarterly report, we are pleased to see a specific focus on the voices of tamariki and
whānau  Māori,  Pasifika  and  Whaikaha.  We  further  note  that  this  theme  now  includes  takatāpui/rainbow  voices.  We  agree  that  hearing
takatāpui/rainbow views is an important focus for Oranga Tamariki.
The Board would like to acknowledge the extensive engagement undertaken to inform the Oranga Tamariki Disability Strategy. This work now
Official
includes the voices of tamariki and rangatahi whaikaha, whānau caregivers and community providers. We believe this is a good example of how
voices can inform practice and decision-making and we would like to see this replicated across all areas of the organisation.
We look forward to a proposal which includes resourcing and planning for how this work will progress, and how it will inform practice and
decision-making and improve outcomes for all tamariki, rangatahi, their whānau  and the communities to which they belong.
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IN-CONFIDENCE
GREATER INTEGRATION OF THE VOICES OF
TE KAHU ARIKI – JUNE 2023
TAMARIKI, WHĀNAU, WHAIKAHA, PASIFIKA, MĀORI AND
RAINBOW COMMUNITIES
ASSURANCE SUMMARY
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Key Messages
• The Board acknowledges the strategic shift  Oranga Tamariki is making and the organisational culture  change in prioritising these voices. We note that culture  change
takes time.
Act
• There needs to be a co-ordinated approach and a clear champion for this work. It  may be practical to consider a central repository of voices gathered.
• While it is promising to see the systems’ level focus on amplifying voices, this must be done with consideration of case complexity  and density as social workers are the
first line for  gathering the  voice of tamariki and whānau.
• The Board is impressed with the progression of the Disability Strategy. Beyond this, the Board recognises there is a lot of activity,  thinking and engagement but it is not
clear on how  all this activity translates  into  outcomes.
Planned  future  work under  this  theme
The  Oranga Tamariki quarterly  report identifies key  shifts needed to achieve the  desired future  state of integrating  voices. This  work i s in the  early  stages and will  be
Information
progressed over  the coming months.  We are unclear  of how this  will be done at this stage.
We are pleased to see a specific focus  on the voices of tamariki and whānau  Māori, Pasifika and Whaikaha. We further  note  that  this theme  now  includes takatāpui/rainbow
voices which  we agree should  also be a focus.
Current  work under  action 1.8
While the  future  state of this  theme is being developed, work continues  to be progressed under  action 1.8* of the  previous version  of the  FDP which  naturally  aligns to this
Official
theme.  We are aware that  voices are being gathered from many  different  parts of the organisation.  We expect  that  these voices are being collated for collaborative  use
to inform  practice and decision-making. We acknowledge  the extensive  engagement  undertaken  to inform  the  Oranga Tamariki Disability Strategy.  This  work now  includes
the  voices of tamariki and rangatahi  whaikaha,  whānau,  caregivers and community  providers.
The  Board is pleased that  both  the Youth  Advisory and Disability Advisory  groups are firmly  in place. We welcome the  proposal by Oranga Tamariki for a Takatāpui/Rainbow
Advisory  group. We look forward  to future  updates on this  critical theme.
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*1.8 Place the voices of tamariki and rangatahi at the centre of decision-making at all levels and support tamariki and whānau to participate in and be central to decision-making.
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IN-CONFIDENCE
TE KAHU ARIKI – JUNE 2023
SOCIAL WORK &
PROFESSIONAL PRACTICE
Board high-level assurance summary
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The Board is pleased with the ongoing progress made across the Social Work pou. An example of this is the current professional leadership
commitment to ensure the ongoing advancement of the promotion and guidance of quality practice. The Board highlights that for social work
Act
and professional practice to be enduring and to continue on the current course, it is imperative that investment in this pou should continue to be
made available to secure future momentum.
We have seen further progress that evidences the support for social work professionalism. This includes revised induction, leadership and
cultural competency training programmes. The Board looks forward to evaluations of these and resulting refinements for future programmes.
While we are pleased to report that progress under this pou appears to be gathering momentum, there are areas where we recommend that
Oranga Tamariki direct its attention so that we can provide further assurance over the coming quarters (such as for the workforce strategy and
Information
for residences).
The workforce strategy is a significant area of work that requires attention both in the short and long term. A shortage of registered social
workers is impacting on the organisation’s ability to meet its service delivery requirements. The Board looks forward to the outcome of work
currently being undertaken to revise the workforce strategy. We expect the revised strategy to take account the impact of the aging workforce
Official
and the 2022 pay equity settlement, as well as the on-going pressure of the high number of vacancies at the frontline. The Board also notes that
there are significant workforce pressures impacting residences.
Notwithstanding the workforce pressures, we acknowledge issues identified in the Board's Residential Report (2021), and subsequent
assurance in 2022, are now improving, albeit at a slower pace than the Board had expected. We note that workforce challenges, including high
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numbers of vacancies, are resulting in induction and training delays for kaimahi. This negatively impacts their ability to be able to routinely
perform to a competent standard, and to respond confidently to complex needs and behaviour exhibited by the young people placed in
residences. For the next quarter, the Board would value an update on the changes that have been made to the original 2021 Residential
Strategy.
The Board commends the significant progress made by Oranga Tamariki within the Social Work pou over the last 18 months. However, we are
aware that without a robust sector wide systems’ approach that includes all relevant government agencies, Oranga Tamariki will struggle to
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meet the needs of children and their whānau, regardless of how effective the Oranga Tamariki social work response is. The Board asserts that
in support of the vision of Oranga Tamariki, the work being undertaken to find a collaborative, whole of government approach to child protection
must continue at pace.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – JUNE 2023
TOHU
ACTION
ASSURANCE SUMMARY
4.1
Build a framework  that
The  Board notes the  phased approach to embedding the new  practice approach across  Oranga Tamariki. The  Board
incorporates the  current
looks forward to receiving the  first evaluation  due 30 June  2023. The  Board is eager to understand  early  findings of the
practice standards  and the
impact this  investment  will  have  for front  line social workers at the  pilot locations.  The  Board is aware that
SWRB competence standards
regional readiness is varied and therefore  the level  of investment  will require assessment  by regions. Given  this,  the
into one place.
Board requires an update on progress next  quarter,  including  how Oranga Tamariki will  support  those kaimahi, sites and
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regions that  require greater levels  of support to ensure  the  transformation  is successful  and meets the needs of all
children  in Aotearoa. Recent  frontline  engagements  with  kamahi highlighted  that  the  paradigm shift will  take time,
supported by  aligned policies, procedures,  and leadership. Kaimahi support  the  organisation’s quest  for significant
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transformation,  “it’s not a quick process, it’s a long-term strategy”.  Kaimahi advocate that alongside the practice and
competence standards,  that Te Riu must  also make progress on the  collective  system  response to child protection and
youth  justice  matters.  One  without  the  other  renders the  transformation  objectives  benign.
4.2
Set a clear direction to only
The  Board acknowledges the  depth of work happening  across the organisation in terms  of earlier engagement  with
use S78 Without  Notice
whānau  and working in partnership with community  and Māori, iwi providers resulting in the reduction of court orders.
Orders for tamariki when  there
The  Board shared with Oranga Tamariki several  themes  highlighted  from  recent  engagement  with the  frontline  regarding
is clear evidence of solid
current  social work practice of utilising other  legislative provisions to ensure  safety  and planning  in lieu of applying  for s78
engagement  or attempts at
applications. The  Board reiterates to Oranga Tamariki, that  when  presented with  a robust  safety  assessment  that  solid
engagement with whānau,
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social work judgment  must  be valued,  and action taken.  A quality  safety  assessment of tamariki and rangatahi must  not
which  leads to no  workable
be undermined.
safety  plan  being put  in place.
The  Board supports Oranga Tamariki broadening their scope of monitoring  of the  use of s78s beyond pepī,  with  the  view
to strengthen  practice and grow the  confidence of social workers to use the Oranga Tamariki enabling  legislation in
constructive  and innovative  ways. The  Board looks forward  to receiving a copy of the  review of all s78s taken beyond
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pepī by the end July  2023 to ascertain themes, barriers, and successes.
4.3
Working with  the SWRB
The  Board appreciates the considered approach the organisation is taking to advancing  the  micro-credentialling  work.
introduce  micro-credentialing
The  Budget Bid is about  a microcreditional framework, and progress is required within  the  timeframes.  With a focus
for supervision  and other
currently  on legal related micro-credentials  and clear timeframes the  Board look forward to understanding  the  complete
specialist areas, which
suite of micro-credentialling  into  the future.
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recognises the  skills and
There  is good evidence of engagement  with  the SWRB to progress initiative deliverables.  The  Board acknowledges this
knowledge that  are required
work is specific and requires appropriate experience and knowledge  to not  only  establish the  current  state but  to
by supervisors  and other
implement  and deliver the  long-term  plan.
specialist roles.
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IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – JUNE 2023
TOHU
ACTION
ASSURANCE SUMMARY
4.4
Ensure  the  appropriate application of
The  Board acknowledges the  volume  of work that  has been undertaken  by the  small  Residential Development  team.  The
MAPA and STAR by instituting  a
Board notes that  this team submitted  the application for STAR 2.0 to become a micro-credential  through  NZQA.  This is a
revised restraint  practice, including
significant piece of work. Furthermore,  the  recruitment  for the  facilitator roles in the  Care and Protection Residences and
more frequent  training and
the  accreditation process for all 16 current  STAR 2.0 instructors  have  been completed.
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recertification.
The  Board is aware that  residences are under  pressure,  and therefore,  releasing staff  to undertake  training in the  current
environment  is difficult.  The  environment  for  residences has become more challenging  over  recent years.  Given  the
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current  context,  including  below optimum staffing  levels,  it would  be helpful  to the Board to have  a revised plan,  including
timeframes that  this safety  training  can realistically  be progressed.
The  Board maintains  its position that  STAR training is essential  for residential kaimahi and the  safety  of tamariki and
rangatahi.  Given  that  this action was recommended by the  Board in its review  of Residences (2021) and subsequent
monitoring  of those recommendations  in 2022, the  Board is frustrated  with  the  pace of progress. The  Board reiterates
that  it expects an updated plan  with  timeframe milestones  for the  next  quarter.
4.5
Develop standard operating
The  Board is aware that  residences have  been making progress on developing SOPs, albeit slowly.  Demand on
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procedures for national  consistency.
residential placements,  critical events  and difficulties in securing dedicated resourcing  for this work have  been barriers.
The  Board understands  currently  there  is persistent pressure  on residences. Notwithstanding  the pressure,  the  Board has
been informed that  Quality,  Practice and Experiences will  now lead the  review and update the  SOPs, with  key support
from residential kaimahi. The  current  state of SOPs is a risk that  requires a mitigation strategy.  The  Board supports the
suggestion made by QPE for dedicated resources  to ensure  steady progress is made over time. The  Board has  asked for
a plan  including  timeframes for  this work. The  Board looks forward  to visiting Residences in the  next  two quarters.  Our
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focus wil  be on progress made against the recommendations of the Board’s Residential Report, 2021.
4.6
Fundamentally  shift  how staff  assess
Recent briefings and engagement with the front-line kaimahi support Oranga Tamariki’s position that there continues to
and action reports of concern  to
be expanded decision-making not only with the initial phase but other areas of the operating model. Kaimahi have talked
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ensure  safety  and security  of tamariki
about working collaboratively with community partners and iwi e.g.  completing joint home visits and being actively
and whānau  based on best practice.
involved in practice consultations.  Shared decision-making is evident within the enabling community prototypes. The
Board notes that other regions are also actively forging relationships and creating local opportunities and solutions by
working together.  This current approach is supported by kaimahi, One worker stated, “Te  Kahu Aroha has been spoken
about at my site,  we are aligning it with the future direction of the organisation.  We are seeing it in action”.  Kaimahi also
talked about their experience of their sites having available space for community partners and Iwi  to work at their office to
ensure they are further connected. The Board noted evidence of kaimahi’s commitment and passion to work with others
on responding to ROCs. The Board repeats its suggestion that at this early stage of ROC shared decision-making that a
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mechanism to monitor safety outcomes for tamariki and rangatahi  is put in place. The Board asserts such a mechanism
will provide insight on the trends,  early learning and will serve to mitigate risks.
The Board understands that there is further development on the regional approach to managing ROCs at the National
Contact Centre.
The Board was provided with the Intensive Response Development Evaluation (2021) and we are pleased that an
evidence approach is being taken.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – JUNE 2023
TOHU
ACTION
ASSURANCE SUMMARY
4.8
Develop a three-month  post-degree
As noted last  quarter, the  Board accepts the acknowledgment  from  Oranga Tamariki that  this  action is
professional practice course, partnering
aspirational, and resources  are currently  focussed on delivery  of the induction  programme.  However,  the  Board
with  tertiary  providers,  to develop  a
notes that  planning  is underway  for a 2024 delivery. The  Board looks forward to being updated on  progress in
statutory  child protection component  that
due course.
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would  involve  a paper and placement
within Oranga
Tamariki.
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1.4
Strengthen  the  feedback and complaints
The  Board appreciates that  Oranga Tamariki are working in partnership  with  a key  advocacy service to gain
system so it is ‘fit-for-whānau’,  and
insights and independent views from tamariki, rangatahi and whānau.  The Board looks forward to being
ensures  that  tamariki, rangatahi  and their
updated next  quarter  on the traction  gained to improve services informed  by the  independent  feedback and
whānau  have their voices heard and have
advice.
confidence in the  process.
While appreciating the  shift  of this action into the  social work professional  pou, to reaffirm the  importance of
feedback informing  practice, the  Board is not clear on what  progress has been made for  this action against the
original plan shared with  the  Board that  set out identified milestones and delivery  dates. We have  not  had a
specific update on for several  quarters.  In  addition, the  Board is of the  view that  a clear line of sight needs to
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be kept to the Voices pou.
From a recent presentation made to the Board, it is clear that this action relies heavily  on the organisation’s
new  practice shift.  The  Board is interested  in the  intended  mechanism  in the  proposed feedback and
complaints  system  that  will assist and support both  whanau  and kaimahi when  there  are different  lenses
present  e.g., complaint  is predicated on not  agreeing with  the decision/judgement  of safety,  or dispute on
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approach statutory  vs support  services.
From the work  that  has been done to date, the  Board is of the  view that  there  are components  of this action
that  may  be devolved  to the  wider sector which  would  further  support  the increase of independence of the
complaint  system.
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IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – JUNE 2023
TOHU
ACTION
ASSURANCE SUMMARY
2.1
Develop a Kaimahi Ora strategy  for all
The  Board was briefed on several  components  within  the  Kaimahi Ora strategy.  Although  these  elements  appear
staff,  supporting  staff to have  work life
to be well  considered the  Board remains unclear  on the strategic progress of the Kaimahi Ora strategy.  There
balance and provide regular  opportunity
appears to be several  pilots underway  within  Residences and at a few sites. The  Board looks forward to the
to debrief following  traumatic  events  and
evaluation  of these programmes/services.
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manage the  cumulative  impacts of their
work.
During recent  engagements  with  the  front-line  kaimahi, some staff  acknowledged their  sites were chosen  to be
pilots of the  Kaimahi Ora Strategy. In  effect  this meant,  having  access to counsellors  and psychologists  at site.
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Feedback from  other  kaimahi is that  they  continue  to receive their  primary support  after  a critical incident from
each other; that it takes too long to receive professional debriefing’.
Noting the  above, the  Board repeats its request  that  a timeframe  be agreed for the  organisation to be in a strong
position to be responsive  to critical incidents  particularly,  for  the frontline.  The  Board is aware that  there  are many
times kaimahi are required to deal with escalated,  intense and stressful  situations.
The  Board further  asserts the need for immediate supports  to be available during  this time of transition  into
alternative responses.
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The  Board looks forward to a comprehensive  overview  of the  strategy  in the  next  quarter  and evidence links
across the  business to achieve  momentum.
2.3
Develop a model to inform  allocation and
The  Board understands  it is a complex  piece of work that  requires time,  resource and intention  to have  impact
resourcing  decisions at regional and
that  is sustainable.  The  Board encourages  Oranga Tamariki to continue  to seek a system  approach to complex
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national  level.
cases and encourage  other  government  agencies to join Oranga  Tamariki in the preventative  space.
Regarding the work  that  is being led by the  Chief Social Worker – (Case complexity  model/tool)  the Board looks
forward  to hearing  of the progress made in the  future  testing  phase.
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2.5(d)
Training,  career progression pathways,
The  Board attended a comprehensive  presentation  from  Oranga Tamariki's Professional Development  leaders.
leadership and professional development
The  Board notes significant  progress has been made over the  last 6 months  in the  development  and current
and workforce  planning.
implementation  of the  induction  programme. The  Board and Development  leaders discussed the importance  that
the  curriculum  including  statutory  knowledge as well  as key statutory  social work skills. Skills such  as robust  child
safety  and wellbeing  assessments and case-noting  skills are needed in order that  social workers can  carry  out
their role and purpose with  a level  of confidence. The  Board encourages  Oranga Tamariki to incorporate
evaluation  feedback to assist with  continuous  improvement  and assess that  the needs of kaimahi at site are being
addressed.
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Front  line staff  provided positive feedback about the  induction  programme. Site leadership in particular  reported
the  induction  programme had greatly  improved and that  kaimahi returned  to sites having  a greater understanding
of their role. The  Board is pleased that  a focus  on disability had been included  in the  induction  training and that
this kaupapa is being provided to new  kaimahi early  in the  programme.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – JUNE 2023
TOHU
ACTION
ASSURANCE SUMMARY
2.6
Invest  in the  capability of leaders
The  Board is encouraged that  a small  group of supervisors  will be sponsored and supported to complete
(especially  frontline  leaders) to ensure
post-graduate  diploma bicultural  supervision,  ‘Kaitiakitanga’. The  Board understands  that  the  new Leading
shifts  to practice and culture  take place
Practice Programme began early  in 2023 and whilst  it appears promising and aligned to the  organisations
that  support  a locally-led,  centrally-
practice shift,  the Board has a similar position to the  induction  of social workers  in Action 2.5 (d).  It  is not
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enabled way  of working and that  support
apparent that  success  criteria have  been set for the outcomes  of the  practice programme. Along with  the
tamariki and whānau  to participate and be
induction  programme the  Board seeks to have  this clarified over  the  next  quarter.
central  in decision making.
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The  Board would  value  a high-level  overview  of the  evaluation  of this programme in the  next  quarter  to
understand whether  the  training  offered is meeting the needs of the  leaders of practice, so they  are able to
deliver the  organisational expectations  for  these roles.
The  Board is pleased with  progress made in highlighting  and addressing the need for leadership programmes
specifical y for Māori and Pacific kaimahi.
The Māori leaders programme in conjunction  with the Te Kawa Mataaho Public Service Commission is
offering a 10-month  programme for Māori kaimahi early  in their  career to provide them  with  the skills and
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confidence to step into leadership and governance  roles. The  Board supports  that  the age eligibility is
extended  beyond  30 years,  to be advantageous  to kaimahi who  started their  career at Oranga Tamariki later
in their life. The  Board would  be interested in the  progression made in this  leadership course and the  future
focus on commitment to Māori leadership within the organisation.
The  Makahiki Pacific Leadership programme is a 6-month  course  and designed for Pacific Kaimahi who
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demonstrate  a strong  commitment  to our transformation  and Future  Direction Plan. 20 Pasifika kaimahi met
for the  inaugural  leadership programme.  The  Board look forward  to receiving an evaluation  of this programme
and understanding  how  this programme may  be expanded to encourage  further  opportunities for Pacific
emerging leaders.
In  addition, the  Board read this  action as broader than  just  a focus on practice leadership. The  Board believes
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this action must  also support  local site and regional leadership to build and strengthen  the relationships  with
community  and to lead a site culture  of readiness to partner.
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Supervision  Work Programme
The  Board congratulates  Oranga Tamariki on  the progress it has made to date on this  action. The  Board
acknowledges the  supervision  work programme has required the  investment  of time, resource  and resilience
to progress and deliver  the key  actions.
Released The Board understands that a supervision strategy is under development. It is intended that this will bring
current  and future  supervision  initiatives into  a cohesive whole.  The  Board remains firm in its view  that  quality
constructive  supervision  must  be a key  focus;  it is one of the  pou that  ensures  purposeful  and practical
approach to quality  social work practice.
The  Board look forward to an update of progress of the strategy  in the  next  quarter.

IN-CONFIDENCE
TE KAHU ARIKI – JUNE 2023
ENABLING COMMUNITIES
Board high-level assurance summary across the Enabling Communities pou
The Board continues to see significant progress within the Enabling Communities pou. The Enabling Communities theme has, over the last year,
broadened out from a specific action focus to move in a more strategic direction. We support this shift and commend the Enabling Communities
team for taking the lead for the FDP with a strategic shift. We acknowledge the positive progress being made in partnerships and with devolution.
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While each partnership and prototype varies in the degree of implementation, the approach to their development appears to be robust and to be
based on well-established principles. This includes following the pace and scope that iwi partners wish to take. For some, this means focusing only
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on prevention, while others seek to be involved across the whole spectrum from prevention through to transitions from care for older rangatahi.
The differences in  scope and priorities for each partner  inevitably means significant variation across the prototypes, with some yet to get beyond
initiation.  Regardless  the  prototypes  appear  to  be  supporting  a  maturing  of  partnerships  with  Oranga  Tamariki.  Partnerships  are  augmented
significantly by a range of other shared work programmes with iwi and trusts around the country, including shared intake and assessment processes
for ROCs, care responses and transition support.  The Board continues to understand there is mixed capacity and willingness amongst sites and
regions to partner, and we continue to offer our support to progress through this.
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Similarly to supporting the capacity of Oranga Tamariki to partner, there is a need for a clear plan to support the capacity and capability of partners
also. This is important if we are collectively ensuring partners are not set up to fail and children will  not be left unsafe. The Board continues to
strongly endorse the need to devolve resources and responsibilities to iwi and Māori collectives. We are mindful that this needs to be done in a way
that enables sustainable, robust and safe processes so as not to derail transformation and inhibit the outcomes that tamariki and rangatahi need.
This requires  a long-term investment strategy, and while we understand this  is in development, we are yet to see the plan so are not  yet able to
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provide assurance on it. We look forward over coming quarters to seeing how integration of the enabling themes are implemented across the pou.
Meanwhile, Oranga Tamariki  needs to continue building its risk mitigation strategies to ensure that the organisation is fit-for-purpose  across the
spectrum of services it will continue to provide. This is as alongside devolution, Oranga Tamariki will inevitably retain a significant role across the
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sector. This also reflects the reality that the State is not able to, and nor should it seek to, devolve all its accountabilities away. This is a key reason
why a long-term workforce strategy is needed that sets a clear plan for the retention and attraction of the numbers of skilled kaimahi required and
enables  a  stable  sector-wide  workforce  capable  of  meeting  the  needs  of  tamariki  and  their  whānau.  This  must  also  include  a  very  clear  and
monitored focus on supporting and meeting the needs of tamariki and rangatahi whaikaha and their whānau. At this stage it is not clear how the
developing workforce strategy will reinforce the Enabling Communities pou and the increasing partnership approach it represents.
In terms of next steps for Enabling Communities, a range of partners have relayed their concern to the Board about the risk of future changes in
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government  direction  and  how  that  could  undo  the  positive  gains  made  in  the  maturing  of  partnerships between  Māori  collectives  and  Oranga
Tamariki  to  date.  The  Board  therefore  sees  value  in  the  outcomes  framework  being  rapidly  advanced,  potentially  supported  by  a  cost-benefit
analysis to show the value of the Enabling Communities approach so that it is less vulnerable to changing government priorities.
Through  positioning  Māori  collectives  and  communities  to  support  their  tamariki,  rangatahi  and  their  whānau  to  be  safe,  heal  and  thrive,  the
Enabling  Communities  pou  has  the  potential  to  help  deliver  the  transformation  sought  in  Te  Kahu  Aroha.  This  is  why  supporting  sustainable,
enduring and proven capacity and effectiveness of partners is so important.

IN-CONFIDENCE
ENABLING COMMUNITIES
TE KAHU ARIKI – JUNE 2023
AT A GLANCE
Enabling Communities aims to:
• Restore and empower our partners to lead the prevention  of harm for tamariki, rangatahi and their whānau  (Te Kahu Aroha).
• Enable Māori partners to lead a shift in the way that Government  supports tamariki and whānau  (B21 Initiative).
• Ensure holistic community-led  whānau-centred  responses are set up as part of implementing the Future  Direction Plan (B22 Initiative).
• Shift decision making and resources to our partners.
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3.1 Work with iwi and community leaders and  Regional  Public Service Commissioners  in each  region  to identify opportunities to co-design  services and  co-locate with partners.
3.2 Greater  investment  in partners  with a particular  focus  on early  support.
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3.3 Fundamentally  shift how  we assess and respond  to reports  of concern  with our partner  agencies  to ensure  collaborative decision-making  and support  at the earliest possible  point.
3.4 Ensure  the delivery of  Transition  Support Services  to ensure that rangatahi are successfully supported  to transition  to independence  and prevent  future generations  from coming  to notice.
3.5 Prototype new approaches  to partnering  to enable decision-making  and resourcing  to be made  in closer proximity to whānau.
3.6 Invite  and  resource communities  to work together  in the Care and Protection system (reclaim  the intent of FGCs  to enable whānau-led decision making).
PARTNERED OPERATIONAL RESPONSES (3.1, 3.2, 3.3*, 3.6)  – BOARD NARRATIVE
‘Partnered operational responses’ (POR) is how Oranga Tamariki refers to the actions that make up the full  Enabling Communities pou but that are additional to or pre-
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existing the  ten  prototypes  . POR includes  the ten  Strategic Partnerships  and is connected  to the  commitment  made by the  Chie f Executive  to section 7AA.
The  Board acknowledges the  progress made on all forms  of partnering,  under  the  comprehensive Enabling Communities approach as well as the  work of a range of partners,
some of whom  are delivering other  aspects of the  system  outside the  prototype  approach. The  Board is pleased to see that  Oranga Tamariki remains  focused on building
relationships between sites and partners and connecting whānau  to the right services. Oranga Tamariki notes that most partnered operational responses are regionally
generated,  and so vary depending on the  context  of the  local environment.  They  also acknowledge their  reporting on POR to date has been largely  internally  focused, and they
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are developing  future  reporting to put  forward  the direct views of partners  themselves. Oranga Tamariki is also aware of overall  resourcing,  funding  and staffing constraints,
especially those  which  impact the  relationship  between  partners  and local sites.
Early support & community leading on prevention
Of note,  a positive opportunity  which  is currently  emerging is that  three  iwi involved  in the  prototypes  have  expressed an inter est  in taking a role in triaging of some notifications,
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at the local  level  that  currently  go through  the  National  Contact Centre.  The  Board sees significant potential  in this as it responds to the specific recommendations**  of Te Kahu
Aroha but  is also closely  aligned with  the  Board's overall  focus  in Te Kahu Aroha to support  Māori and communities  to lead on prevention. We look forward  to hearing  more
about how  this is progressing as we embark on further  engagements  with prototype  partners  over  the  coming months.
Partnered decision making on ROCs
The Board notes ongoing progress with shared decision-making around intake and assessment of some ROCs and also shared leadership of FGC and hui-ā-whānau. Oranga
Tamariki report that  19 sites now share  ROC decision-making with strategic partners,  iwi, NGOs,  and community bodies, and a further 21 sites are working
towards shared decision-making. The Board is pleased to hear  that  evaluations  are proceeding in step with  partnering  and at the pace set by  partners.  Evaluating the  impacts
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and effectiveness  of partnering  remains  invaluable  to developing  and building on the  appropriate model to support enduring change.
*Note: Connection to action 4.6 which is covered under the Social Work and Professional Practice pou
**Refer to recommendation 16 in Te Kahu Aroha

IN-CONFIDENCE
ENABLING COMMUNITIES
TE KAHU ARIKI – JUNE 2023
TRANSITION SUPPORT SERVICES (3.4) – BOARD NARRATIVE
The  Board notes that  TSS continues  to progress but  at a slower pace than  desired. There  appears to be an ongonig lack of awareness of what  TSS can offer,  largely  due to a lack of
bandwidth  amongst  social workers to engage with  TSS and in some cases even with rangatahi (where  younger tamariki are prioritised). This  is further  compounded  with  poor data
recording in CYRAS.
The  Board have  been informed there  are still a number  of rangatahi missing out  on their Entitlement  to Remain and Return  home.  This  also results  in caregivers sometimes not
receiving their  full  entitlement  to support.
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Rangatahi are an  important  part of the  future  strength  and wel being of their  whānau  and communities,  and often  need support  connecting to employment,  housing  and ongoing
education and training  opportunities  as well  as with  their  mental  wellbeing. Oranga Tamariki report that ‘Improved support  for Māori and Pacific young  people through
the education system  is essential  for them  to achieve their potential’  and the Board notes that Oranga Tamariki is seeking to address known  barriers for rangatahi through  OTAP. We
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agree that  this  is an important  area to explore  further  with partners  and to ensure  OTAP does not lose sight of this.
Oranga Tamariki reports that  the majority  of transition  services are delivered through  partners. Evaluation  reporting has reinforced the opportunity  to extend  partnerships  to
support rangatahi to transition  from  care. Increasing  the  ambit of partnerships  to transitions  out of care for rangatahi aligns with the  prevention  theme  of Te Kahu
Aroha by supporting rangatahi to be well  connected  and supported members of their community  and not  risk falling  between  the cracks.
The Board is very conscious of the importance in restoring taha  hinengaro  and prioritising this support for young people to heal before they transition out of care so that they are well
placed for a successful transition out of care.
PROTOTYPES (3.5) – BOARD NARRATIVE
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Summary of engagement with Ngāti Kahungunu and Waikato-Tainui
In  addition to reviewing and testing  the  updates on Enabling Communities  actions with  Oranga Tamariki, this  quarter  the Board has  met with  two iwi partnering  with Oranga Tamariki to
advance  the prototype  approach.  For the  next  and final  quarter  reports of this year,  we intend  to meet with  the  remaining pro totype  partners  to check that  the  progress Oranga
Tamariki is observing aligns with  the  partner  perspective.
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There  is clear evidence of significant progress with  specific iwi-led programmes, with  strong  statements  from both  Ngāti Kahungunu  and Waikato-Tainui  that  they  have  effective
working relationships  with  Oranga Tamariki.  Both spoke of experiencing  a sense of genuine  partnership  with  Oranga Tamariki,  whether  at local site/s and/or with  national  office.
It is encouraging to hear that Ngāti Kahungunu  and Waikato-Tainui  are already delivering for their tamariki and whānau,  and both identify several chal enges  and opportunities to
support  enduring  change,  as follows:
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• Shifting the mindset of Oranga Tamariki regionally and nationally  has taken some time to reach a genuine and collective understanding  of what  partnership is, over a transactional,
‘contract for services and bed nights’ approach. Once enabled, both by National Office and by the strength  of local regional or site leadership, the relationships have developed
from strength  to strength.
• Oranga Tamariki sites need partnerships  in order for Oranga Tamariki to properly deliver on the role of statutory  intervention for tamariki. A growing number of sites now
acknowledge this,  having  seen what  can be achieved in partnership  and the  impact on whānau.  Individual  sites value  these partnerships  which  help  them  focus  their attention  on
successfully  delivering  on their  statutory  responsibilities.
• Both are concerned that the national  level support for genuine partnerships could change depending on election results,  and a lso once the Board’s term has ended.
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• There is a need for ongoing external  review of Oranga Tamariki accountability  to whānau,  and for the support of national office to help build consistency  in understanding  what
genuine  partnership  is and how  it needs to be resourced for  enduring  positive change.

IN-CONFIDENCE
ENABLING COMMUNITIES
TE KAHU ARIKI – JUNE 2023
PROTOTYPES (3.5)
ORANGA TAMARIKI DESCRIPTION OF PROGRESS
BOARD NARRATIVE FOLLOWING  ENGAGEMENTS
Ngāti Kahungunu
• Ngāti Kahungunu presented prototype model to Minister Davis and Te
Ngāti Kahungunu  express that they  feel strongly  supported at the National Office
Riu,  as well  as hosting  a local  launch  event.
level.  They  want  National Office facilitation  and support to continue  to keep a
consistent  enabling  framework  underpinning  the  programme. Whilst  supporting  a
• Ngāti Kahungunu shared Te Ara Mātua with regional Oranga Tamariki
locally-led  approach, they  identified a risk in becoming focused  on operational
teams
needs rather than on the aspirations of whānau,  hapū and iwi. The partnership  is
delivering real results  in reducting  the number  of tamariki coming into state care,
while  the iwi works with  whānau  to support  them  across a range of needs.
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Waikato-Tainui
Strategy  Design, Development  & Business Case: Mokopuna  structure
Waikato-Tainui  described their local  partnership  with  the Waikato Rural  North  site
has been altered and some roles re-purposed as Mokopuna  Ora
as very  strong,  and delivering  positive results,  with  a sharp  reduction  in numbers
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integration  into Waikato-Tainui  operations accelerates.
of tamariki entering  state care, and evidence whānau  are moving  into the  area to
access Mokopuna  Ora.
Workstream A: Mokopuna Ora Frontline Operations: Recruitment has
been a priority focus.
Waikato-Tainui  are beginning to expand  Mokopuna  Ora into the  Oranga Tamariki
• Mokopuna Ora socialisation is underway.
Kirikiriroa site and are recruiting  heavily  for this. This  is because they  are
• Independent  Cross Agency Child Abuse Review has informed a
determined to keep their integrity  as an iwi, stay  focused on Mokopuna  Ora,  and
practice review  with  our Pou Tiaki aa-Iwi  team.
are resourced  appropriately to do so rather  than  risk failing their whānau  by  being
overextended  to meet Oranga Tamariki pressures. They  are very  mindful  that
Worksteam B: Te Punga – Devolution
their standing with their whānau  is on the line in partnering  with Oranga Tamariki.
Policy and procedures for the  engagement  and kaumatua  have  been
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established & is currently  being prepared for sign off by  Delegated
The  Board note that  Waikato-Tainui  have  invested  in building in their own
Authorities.
evaluation  process into their  partnership  with  Oranga Tamariki. They  aim to
Ernest  & Young  Tahi  have  been engaged to drive the  review of the
demonstrate  progress with transparency  and prove the  return  for iwi on  the shift
structural  review  committee. A collaborative  research approach is
to genuine  partnership,  and for  the long  haul.
currently  being scoped, initially  with Aiko as the  Mokopuna  Evaluation
Lead.
Congruent  to this, Waikato-Tainui  alerted the  Board to the value  of a cost-benefit
Official  analysis of the shift to prevention and devolution being undertaken. Much
Workstream C: Strategic Leadership
like programme-level  evaluation,  a cost-benefit  analysis  of the  shift to prevention
Integrated  Safety  Response Governance  makeup review has resulted  in
and devolution  will help  to build transparency  and independently  test the  value  of
Waikato-Tainui  seeking a higher  level  of representation  that  informs  the
the  investment  into Enabling  Communities.
governance  group. Review  of the high  level  considerations of potential
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impact on  the business  case from some of the crown  responses to the
Waikato-Tainui  would  like consideration of whether  the  Crown would  advance  a
Independent  Cross Agency  Child Abuse Review.
cost-benefit  analysis  on this basis and the  Board sees merit in this work being
undertaken.
REMAINING PROTOTYPES (3.5)
BOARD NARRATIVE
Te Kahu Oranga Whānau Col ective (Te Hiku, Kaitaia)
The  Board refers to the  work underway  for  each of these  prototypes,  as reported
by Oranga  Tamariki in their  quarterly  assurance  report.
Taumarunui Iwi Col ective: Ngāti Maniapoto,  Ngāti Tūwharetoa, Ngāti Haua
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Tai Timu Tai Pari Collective
We look forward  to testing  progress throughout  the  remainder of this year  by way
of engagement  with  each of these  partners,  kanohi ki te kanohi, in their  rohe.
Eastern Bay of Plenty Provider Alliance
Te Runanga-Ā-Iwi-Ō-Ngāpuhi
We understand  that  no partner  for the  Pacific Led Prototype  has been identified.
Ngā Maata  Waka
By Quarter  7, we expect  to see planning  significantly  advanced.
Pacific Led Prototype Partner
Ngāi Tahu - Whānau as First Navigators

IN-CONFIDENCE
TE KAHU ARIKI – JUNE 2023
LOCALLY-LED  OPERATING MODEL
Board high-level assurance summary
The Board understands that there is work now getting underway on this theme, and that one milestone has just been passed in the last week
with the release of a discussion document to inform internal kaimahi of the plan. Due to the very recent release of the discussion document, this
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does not fall into the quarter we are currently providing assurance on. However, we note its release as it  is relevant  to our view of overall
progress in the last 18 months.
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Our overall view is that, while this theme as an enabler of the FDP was only established in the recent reset of the FDP (by bringing together
actions 1.3 and 1.5 into one workstream), work to plan and implement these actions should have been well advanced by now. We commented
accordingly in each of our previous assurance reports.
We  are  concerned  that  18  months  into  our  assurance  role  over  the  FDP,  we  are  still  unable  to  provide  substantial  assurance  on
the development of the new operating model. We are concerned about the level of progress to date and the ongoing fluidity of timeframes
for delivery. We remain unaware of what the locally-led operating model will look like and how the regional boundaries will change. We are
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hearing from some frontline kaimahi and leaders that they are similarly unaware, and that this is causing growing stress and uncertainty.
Recent engagement with kaimahi has highlighted that different messages are being received regarding timeframes and processes. The Board
understands the recent discussion document is intended to help address this information gap, though it is too early for us to comment on
whether it has provided more certainty of process and timeframes for kaimahi.
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A  full  consultation  document  is  planned for  September  2023. We  are  advised  the  consultation  document  will  include:  the Service  Delivery
regional  structure,  the  Service Delivery  national  office  structure,  a  common  set  of  regional  boundaries for Oranga  Tamariki,  and  delegated
authorities. We understand that following consultation with kaimahi, a decision document is planned to be released by the end of 2023. In the
next quarter, we expect confirmed timelines for achieving the new operating model, including an update that the process is on track for the
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consultation phase. This is what kaimahi need with some urgency.
Meanwhile,  we  continue  to  believe  that,  as  stressed  in Te Kahu  Aroha,  the  purpose  of  Oranga  Tamariki  must  continue  to  be  clarified.
As Oranga Tamariki continues to gain greater clarity around the work that the organisation will retain, the work that will be shared, and the work
that will be devolved to community, this should closely inform the operating model.
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Previous FDP actions:
*1.3 Reset Oranga Tamariki regional boundaries to have one common set across the agency that better reflect the communities it serves.
**1.5 Develop an operating model that drives locally led, centrally enabled ways of working.

IN-CONFIDENCE
TE KAHU ARIKI – JUNE 2023
WORKFORCE STRATEGY
Board high-level assurance summary
The Workforce Strategy is currently being reset by Oranga Tamariki. As stated in the last quarter, the Board is supportive of
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this. We acknowledge that this revised work is in its early stages and requires further development. The Board remains
steadfast that the workforce strategy is a vital component to the success of the organisation’s transformation. It is important
that there is alignment between the workforce strategy and the core purpose and function of Oranga Tamariki.
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As outlined in the Social Work and Professional Practice pou summary, the Board is aware of the significant issues facing the
current sustainability of the workforce including an aging workforce, insufficient number of graduates coming through the
education system, and the impact of the 2022 pay equity settlement. We are interested in understanding what planning may
be underway for attracting social workers from abroad, particularly given social work is now on the ‘skil s shortage’ list.
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The Board considers that the revised workforce strategy must include what the future state workforce should consist of,
including how devolution of service provision to iwi and community groups will impact on workforce needs. We accept that the
wider social sector workforce strategy will take time to develop. This includes engaging across the sector to gain a
comprehensive understanding of likely sector workforce requirements of the future.
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IN-CONFIDENCE
WORKFORCE STRATEGY
TE KAHU ARIKI – JUNE 2023
ACTION
ASSURANCE SUMMARY
2.5
The  Board is supportive  of the recent  refresh  of the  Workforce Strategy  and understands  that  further
Develop a workforce  strategy  that  will  support high-
engagement,  development  and testing  is required to determine  immediate and short-term  priorities. The  Board's
quality  social work
view and experience  have  been sought  in a recent  engagement  to understand  and align consistent  themes
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highlighted.
As outlined  in the  last quarter  the  Board look forward  to understanding  how  the  refreshed strategy  will be aligned
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to other  organisational strategies as well  as the  interdependences  between  them.
The  Board continues  to reiterate the  need for a public safety  lens in relation  to the allied workforce.  Working
closely  with  SWRB and other  critical sector stakeholders  will support  this.
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2.5(a)
The  Board repeats its challenge  to Oranga Tamariki that  it continues  to clarify  its core role. The  Board
Clarifying  the role of Oranga Tamariki social workers,
understands  that  a scoping exercise has taken place including  input  from  across the  organisation to ensure
and other professionals
alignment  with  the  future  state vision. As outlined  the last  quarter,  the  Board is eager to gain clarity  and
continues  to support  the  organisation to progress this  complex matter. The  Board looks forward to future
conversations  on the  different  services that  may be shared with  partners  and what  will be retained by  Oranga
Tamariki.
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IN-CONFIDENCE
TE KAHU ARIKI – JUNE 2023
DIGITAL ENABLERS
Board high-level assurance summary
Work under this theme appears to continue to fit the objective of the fourth over-arching recommendation of Te Kahu Aroha,
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which was for data use to support effective decision-making. We understand that this theme has been split into four
workstreams, and we provide more comment on each of the workstreams in the detailed table that accompanies this report.
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Overall, the Board is pleased with the progress of the Digital Enablers work, both over the last quarter and over the 18 months
that we have been providing assurance. We believe that the work to replace CYRAS is critical to supporting effective service
delivery for tamariki, rangatahi and their whānau.
While the work to replace CYRAS is underway, it will be important that the organisation continues to drive the improvement of
quality and consistent casework recording. This will support informed decision-making and the confidence of external
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monitors.
The Board acknowledges the replacement of CYRAS will take a number of years to complete. We are pleased with progress
to date in planning this significant and expensive investment, and we support the staged approach.
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IN-CONFIDENCE
DIGITAL ENABLERS
TE KAHU ARIKI – JUNE 2023
ASSURANCE SUMMARY
Digital Foundations
The  Board has been advised that  this  work has been largely  completed with  core cloud platforms  established and most ICT  syste ms  transitioned  from MSD. There  are
still three  systems  left  to be transitioned  which  are Health  and Safety,  Financial  Management  and the  Data Warehouse.  The  first two systems  are due to be transitioned
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by June  and July  2023 respectively  and the Data Warehouse  system  which  has met  some delays  should  be transitioned  by November 2023. We provide more
information  on this  below.
Digital Enablers for Transformation Change Programme
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The  Board has received the 'Digital Enablers for Transformational  Change Programme' Business case and Cabinet paper. These  outline  the  proposal to replace CYRAS.
We are pleased that  this work  appears to be shaping up well.  The  business case is underpinned  by  strong rationale  for the  nee d to replace CYRAS.  It  sets out  a clear
pathway  for delivery  over  a 10-year  period with  substantial  changes being experienced by frontline  kaimahi from FY25/26.  While we feel that  the  process is ambitious
and expensive,  we believe it is achievable as it has been well  planned.
The  Board asserts that  Oranga  Tamariki's focus  on future  proofing its digital systems  will  support frontline  decision-making and practice. It  will  also enable meaningful
data and information  sharing with partners which wil  support the devolution  process to hapū,  iwi, Māori col ectives and communities.
Data warehouse replacement project
The  Board has been advised that  this  project has met some delays due to the  implementation  risk being incorrectly  assessed as low  at the start  of the  project. Oranga
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Tamariki has informed  us that  the  risk should  have  been high  which  would  have  resulted  in a different  sequence  of activities. We understand  that  this project  is now being
reviewed which  will  includes  its scope, sequencing,  prioritisation and risk assessment. As mentioned  above, the  Board is advised that  the  Data Warehouse  system
should  be transitioned  from  MSD by November  2023. In  the  next  quarter,  the  Board would  be interested  to hear  more about the  next steps for this project  after its
review.
Data exchange platform  for sharing data with care partners
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The  Board has been advised that  this  work will be completed by 30 June  2023. Following  this,  we would  be interested to receive updates on how  the  sharing  of data with
care partners  is support  service delivery.
Next quarter the  Board would  like a progress update on the BAU activity  that  supports the work  under  this theme,  to ensure  the  organisation is continuing  to build up
data capture  and use to support  evidence-based decision making,  and to continue  strengthening  the  organisational culture  around  evidence-based decision-making.
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7. Ministerial Advisory Board Seventh Quarterly Report
HIPOKINGIA KI TE KAHU ĀROHA A TE WHĀNAU
‘He taniwha kei te haere mai -  he taniwha tae kuhu, tae huna e kore rawa
koutou e kitea, e kore koutou e mohio kua tae mai, kia kitea rano i ngā kanohi
a o mokopuna. Ina tae ki tēnā, kaua e patua i o mokopuna - engari hipokingia
o koutou mokopuna ki te kahu āroha a te whānau.’
These are the words of Aperahama Taonui. They are the foundation of all the
Board’s work.
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TE KAHU ARIKI: MINISTERIAL ADVISORY BOARD’S SEVENTH ASSURANCE REPORT
1) This report provides a summary of the Ministerial Advisory Board’s (the Board’s)
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assessment of Oranga Tamariki’s progress across the Future Direction Plan (FDP) and
supporting activities  towards transformation  for the past quarter.  Within this, we also
provide a progress update on Oranga Tamariki’s response to the recommendations in the
Board’s residences report ‘Review of provision of care in Oranga Tamariki residences’,
and the disability report ‘Te Kahu Aroha: addendum report on quality support and service
outcomes for tamariki and rangatahi whaikaha, their whānau, parents and caregivers’.
2) At the end of this report, we outline what we consider should be areas of focus for Oranga
Tamariki over the next three months,  through to our final assurance report due in
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December. Our term as a Board then comes to an end in January 2024. Our intention for
our next, and final, quarterly report, is to provide robust assurance both on the final quarter
of our term, and on the overall progress of key workstreams over the last two years. These
wil  be the workstreams that wil  be most significant to achieving long-term transformation.
OUR OVERALL TE KAHU ARIKI FRAMEWORK
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3) As in previous quarterly reports, and before summarising our views on progress for each
pou and theme, we provide a brief explanation of our  Te Kahu Ariki framework. This
framework has guided our assurance reporting over the last two years. It represents the
Board’s view that every child is an Ariki in their own right, with whakapapa linking tamariki
to  their  tūpuna  and  to  future  des
Under  cendants. This reflects the arikitanga expressed and
embodied in the word Tama-Ariki; this is inherent in the aspiration articulated in the name
Oranga Tamariki.
4) Achieving a kahukura adorned only by the feathers of the kiwi is the aspiration we set in
our  Te Kahu Ariki assurance framework. We completed a full four quarters’ view of
assurance as reflected in a complete cloak provided in our fourth quarterly  report  in
December 2022. Overall, after one year of assurance, we found then that a little over half
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of  the  actions  under the FDP were  broadly  on track for the period they were being
assessed for.
5) As with our last two quarterly reports in 2023, we are no longer providing you with a view
of the colours of the feathers of the manu this quarter. This is as the reset of the FDP
earlier this year removed much of the action-level detail that we could assign individual
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colours to. Moreover, our view at the end of 2022 showed that the cloak was well advanced
in terms of the details. Progress in 2023 has continued to build overall confidence that
strong foundations are in place, and accordingly, it is appropriate for the Board to take a
higher-level view. This view aligns with a governance lens rather than the more operational
lens we felt was at times necessary to help guide Oranga Tamariki at the start of our term.

6)  We believe that Oranga Tamariki would continue to benefit in the longer-term from an
overall governance lens over its challenging work. This is in line with one of our three
overarching recommendations of Te Kahu Aroha. This is that a governance board should
be established to help guide Oranga Tamariki through the rough waters that a child
protection and youth justice agency wil  inevitably face, due to the very  sensitive  and
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harmful nature of child abuse and its often intergenerational and multi-faceted impacts. In
our final quarterly assurance report later this year, we intend to provide an overall picture
of progress over the two years since the Board has been providing assurance over the
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transformation of Oranga Tamariki. We will also restate the recommendations from Te
Kahu Aroha that we feel deserve further attention to support achieving better outcomes
for tamariki and their whānau.

OVERALL SUMMARY OF PROGRESS

7)  The Board’s overall view is that good progress has been made across much of the FDP in
general over the past three months. It is clear that Oranga Tamariki continues to work hard
at delivering the FDP, and the shift to a refreshed version of the FDP has had a positive
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impact. However, there are still some critical pieces of work where more traction is needed,
and these must be embedded so that transformation can be achieved at the same time as
necessary business as usual programmes are maintained. This includes: an investment
strategy to support the eventual new locally-led operating model; an outcomes framework
with clear performance measures; significant progress on the Oranga Tamariki Action Plan
(OTAP), including increased responsiveness from a more coherent children’s system; and
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the  development of a fit-for-purpose  Workforce Strategy.  We also hope to see more
progress in implementing the recommendations in our Residence review, as some of the
issues we identified in that review remain as pressing as when we first made them. We
provide more detail on these critical workstreams throughout this report.

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8)  The Board has been provided with evidence of good progress in each of the themes and
pou of the FDP, with the exception of the Workforce Strategy. We understand that this
strategy remains in the initial stages of its reset from the previous quarter. Unfortunately,
we have not seen evidence of substantive progress with the development of the Workforce
Strategy over the last three months, and we are therefore unable to provide assurance of
progress at this stage.
9)  Another area that remains outstanding is the lack of visibility as to the status of an
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investment strategy. Initial engagement for a new locally-led operating model has been
undertaken, and from this, we understand that some clear themes emerged including
broad support for moving to one regional lead with a common set of regional boundaries.
10) We have recently been advised that the immediate plans for further consultation on
options for the new operating model have been paused, to take the time to enable the
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most solid foundations possible for the shift, and as the Oranga Tamariki Chief Executive
wishes to consider this work as part of the total picture for change that Oranga Tamariki
has underway. The Board is mindful that there is significant complexity in developing
and finalising the new model and we offer our support to Oranga Tamariki to work
through these complexities over the remainder of our term.
11) Once it is finalised, the new operating model wil  need a robust investment strategy in
place, so that site and regional kaimahi, leaders and partners each have certainty about
what their future state should look like, and can plan their capacity-building and own
investments accordingly.
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12) The Board understands that we can expect to see a well-advanced investment strategy
within the next quarter. We look forward to receiving this as soon as possible as it is
necessary if we are to be able to provide final assurance on the direction across all of:
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planning for the new operating model; resourcing for Enabling Communities and
partnering more generally; and the share of resourcing that other agencies need to
provide in lieu of Oranga Tamariki.
13) Related to this, while we are pleased to see ongoing progress in partnering through
prototypes under the Enabling Communities pou, there is a pressing need for greater
clarity  on  the  broader  direction of partnership with  Māori  collectives  (iwi,  hapū,  trusts,
NGOs and other kaupapa Māori organisations) under the FDP. We have been advised
that partnerships  with  Māori  that are not prototypes do not sit under Enabling
Communities, as they are local initiatives that wil  need to align with the development of
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the new operating model and the investment strategy that supports that.

14) While agreeing with the rationale for the need for current and potential Māori partners to
have certainty for the scale and scope of their partnership, we feel the various partnership
options for Māori collectives to work with Oranga Tamariki needs to sit together under a
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broad strategic approach to achieving authentic Treaty-based partnerships. This also
reflects what we understood was the intention behind  the creation of the Enabling
Communities pou when the FDP was refreshed earlier this year, and which we commented
positively on last quarter.

15) Our view is that Enabling Communities should be the umbrella pou for partnering between
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Oranga Tamariki and Māori collectives, as we thought was the intention with the creation
of Enabling Communities as a pou. Meanwhile, partnerships with NGOs more generally,
and contracting local services at the site and regional level, also remains necessary to
ensure that the best supports are available to tamariki and their whānau. This more general
understanding of  partnering  for services  does,  to our minds,  align  primarily  with the
development of new the new locally-led operating model, as this is where the package of
services and supports most relevant to needs and context for whānau should be identified
and delivered. H
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partnership pou of the FDP. Treaty partnership should not be confined to a transactional,
contracting approach; therefore,  we believe the two kinds of partnering need  to be
distinguished, while noting both are absolutely necessary to support improved outcomes
for tamariki and their whānau.

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SUPPORTING PROGRAMMES OF WORK

Organisational Strategy – Strategic Plan

16) The Board is aware that Oranga Tamariki’s Strategic Plan continues to develop; we remain
of the view that the purpose of Oranga Tamariki must be crystal clear. Without this clarity,
kaimahi, partners and other agencies wil  likely remain unsure as to their individual roles
and responsibilities, and what they can share responsibility for together with Oranga
Tamariki. Ensuring absolute clarity wil  also further reinforce the potential of OTAP.

17) With clarity as to Oranga Tamariki’s role, Oranga Tamariki kaimahi, and particularly social
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workers, wil  be able to be more confident what they are responsible for and what they can
expect from others in the sector. This is in contrast with the current situation, where many
social workers feel they bear responsibility alone for the entire response needed from the
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system for tamariki and rangatahi.

18) In summary, we believe that clarifying Oranga Tamariki’s core purpose remains critical to
enabling and requiring the rest of the system to step up, as well as making the space for
enduring partnerships with those whom tamariki and rangatahi most properly belong to
and clarifying the unique roles that Oranga Tamariki social workers lead on. An update on
this has been promised in time for our final assurance report. We look forward to being
able to provide assurance before the end of our term that the necessary clarity has been
achieved for Oranga Tamariki kaimahi and for other agencies within the children’s system,
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as this is necessary for the sake of the tamariki and rangatahi they all serve.

Performance Framework and Outcomes Framework
19) The Board is advised that the development of a performance framework and an outcomes
framework  have now been combined  under  a broader Oranga Tamariki performance
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system workstream. We agree that this is a logical step to ensure that delivery is linked to
outcomes.

20) We understand that Te Riu has approved a project brief to develop  the performance
system. This work is expected to be completed in the second half of 2024. While the Board
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is pleased that there is now a plan underway to focus on performance and outcomes, we
are disappointed that progress has been so slow. We urge Oranga Tamariki to continue
this work at pace,  as without agreed desired  outcomes and performance measures in
place, we do not believe sustained transformation can be achieved. Moreover, without a
strong outcomes framework in place, Oranga Tamariki risks being unable to evidence the
value of the change that has occurred already.

21) We expect to be able to provide more robust assurance that this work is moving in a
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sustainable direction in the next quarter.

The Oranga Tamariki Action Plan

22) We understand that all but one of the planned needs assessments under the Oranga
Tamariki Action Plan (OTAP) have now been completed. The last needs assessment is
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‘Early Risk’ and we have been advised that this will be shifted from being agency-led to
being partner-led. This, we are told, is to prioritise the voices and knowledge of iwi and
Māori  who work most closely with tamariki and rangatahi prior  to  Oranga Tamariki
intervention. We are advised that Oranga Tamariki is in the process of commissioning a
partner to complete this work.

23) The completed needs assessments have highlighted a number of system gaps that are
impacting the ability of the system to meet the needs of tamariki and rangatahi in its care.
The Board has been advised that Oranga Tamariki is now working with the relevant
agencies to agree to a set of work programmes to address these system gaps. At this time,
we are unsure what these work programmes will be. We are therefore, at this time, unable
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to provide assurance that the system gaps wil  be addressed. We hope we wil  be able to
comment more substantively on progress with options to address the gaps by our final
assurance report.
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24) Additionally, we understand that Oranga Tamariki is undertaking work to bring together
the wider disability system gaps that were identified in developing the Oranga Tamariki
Disability Strategy. In the absence of a whole of disability system needs assessment, we
feel that this work wil  be critical to gaining traction in improving outcomes for tamariki and
rangatahi whaikaha and their champions.

25) While the needs assessments are a critical component to progressing OTAP, we
understand that there is other cross-agency work underway  to improve outcomes for
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tamariki and rangatahi in the care system. This includes the work to improve data sharing
with the Ministry of Education, providing updated guidance to social workers on the public
housing fast-track system, and an improvement in collaboration between the children’s
agencies and the Regional Public Service Commissioners. This is positive progress, but
the evidence from frontline kaimahi and partners is that they are yet to see impact from
OTAP at the flax roots level. This tells us that there is stil  a long way to go to achieving a
coherent and responsive system as a whole.
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26) In recent engagements, the Board has heard from kaimahi, partners and providers that a
number of Crown agencies remain unresponsive to meeting the full range of needs of
tamariki and whānau, continuing to default to their individual portfolio leads. This is often
married with a lack of service capacity to respond to the specific needs of tamariki and
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rangatahi, as well a reality of lengthy, and often, growing wait lists to access the services
that are available. The lack of coherence or accessibility to the broader system often
results in Oranga Tamariki having to bridge the gaps, through the provision and resourcing
of services such as teacher aides, specialist assessments and counselling. As well as
failing to meet the needs of tamariki and rangatahi - and therefore raising the risk of them
needing an escalated response from the state - this places additional pressure on kaimahi
who  must  bear the added responsibility of having to try to navigate and secure the
resources and supports that tamariki need.

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27) We were pleased that, despite these trends in what we were hearing about continuing lack
of coherence of the system, we did hear about pockets of success where interagency
collaboration is working to good effect.  We  believe it is important  to highlight that
collaboration is happening, as this reinforces that it is possible, and shows the value for all
when it does work. The Board is aware that Oranga Tamariki is working hard to support
the implementation of OTAP across the children’s system. However, we have heard from
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Oranga Tamariki regional management that there is often a lack of knowledge about OTAP
across their Crown agency peers. Frontline kaimahi stated that many other professionals
are not aware of OTAP and when advised of it, they assume that the plan belongs to
Oranga Tamariki. Frontline kaimahi stated that this default can cause other agencies to
not take  responsibility,  as they believe responsibility  lies  solely or mainly with Oranga
Tamariki.

28) We understand that the Social Wellbeing Board provides governance for OTAP. We would
like to have an opportunity, ahead of our final assurance report, to meet with the Social
Wellbeing Board to discuss how it is planning to achieve the step change across the
system that is needed.
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The Disability Strategy

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29) The Board continues to receive regular updates on the progress of the Oranga Tamariki
Disability Strategy. We understand the strategy has now been approved by Te Riu. The
final vision of the strategy is that ‘The mana of disabled people and their champions is
upheld  by meeting their needs, upholding their rights and supporting their hopes and
dreams’.  The strategy outlines four necessary shifts in Oranga Tamariki that  must be
undertaken to achieve the aims of the strategy.

30) The Board believes that the shifts identified, and subsequent activities to achieve these
shifts, wil  have a positive impact on Oranga Tamariki practice and decision-making and
therefore should support improved outcomes for tamariki and rangatahi whaikaha and their
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champions. We also feel that these activities wil  go a long way to address some of the
recommendations outlined in the Board’s report  ‘Te Kahu Aroha: addendum report on
quality support and service outcomes for tamariki and rangatahi whaikaha, their whānau,
parents and caregivers’.

31) As we have stated previously, the Board is impressed with the extensive work undertaken
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to develop the strategy and we are pleased the strategy is now complete. The next step is
for Oranga Tamariki to develop a strong implementation plan. This is critical to the success
of the Oranga Tamariki Disability Strategy and must be supported by Te Riu through the
provision of the necessary and sustained resourcing to ensure the strategy’s aims can be
achieved.

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32) We acknowledge that Te Riu has approved an internal unit to be set up to house the
disability strategy and support its implementation. This is a very promising start, though
we believe that further long-term resourcing and disability subject matter expertise will be
required, and we understand that Te Riu accept this is likely also. We look forward to
further updates on how this work continues to progress.

The Pacific Strategy

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33) The Board continues to be pleased with advancement across the Pacific Strategy over the
last quarter, and the proactive leadership that is enabling this.

34) Some of the actions that are supporting delivery of the Pacific Strategy include recruitment
of six  Pacific cultural specialist advisors, the development of the Makahiki Pacific
Leadership programme, implementation of the Pacific Practice framework (Va’ai Fetu) to
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improve social work practice when engaging with Pacific families, and the spotlighting of
Pacific Language weeks across the organisation. The Board looks  forward to seeing
continued implementation of the Pacific Strategy over the coming quarter.

SUMMARY BY THEME OR POU

35) In this section, we provide high-level commentary on each of the themes and pou of the
FDP. These are drawn from the attached table, as well as from the tables set out below
covering our Residence and Whaikaha report recommendations.

Greater Integration of the Voices of Tamariki, Whānau, Whaikaha, Pasifika, Māori and
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Rainbow Communities

36) Te Kahu Aroha seeks to improve outcomes for tamariki, rangatahi and their whānau. Te
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Kahu Aroha firmly asserts the voice and views of tamariki and rangatahi must be placed
at the centre of all planning and delivery, at community, regional and national levels. The
integration  and participation of the voices of all those who experience the service of
Oranga Tamariki must be embedded across all work and thinking of  the  organisation
to ensure that it is their needs and wellbeing that are guiding what Oranga Tamariki does
to support them.

37) The Board is pleased this quarter to see that, for the first time, the focus on Voices is now
a comprehensive theme and not just a single action. There is an expansive  work
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programme being built with the necessary resourcing to increase the visibility of tamariki
and rangatahi voices and their needs.

38) We  understand the work programme wil  comprise a three-year programme of work,
beginning with the development of a new framework titled the ‘Voice to Action Pathway’.
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While  understanding  this framework is in the early stages of its development, we are
pleased to see articulation of a planned move and commitment to action. We look forward
to hearing more about how this pathway wil  be implemented, and what impact this wil
have for how voices will consistently be used to support informed decision-making and
practice. Additionally, there needs to be a way to translate what is being heard into
opportunities for frontline responses to be matched to the needs of tamariki and rangatahi.
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39) The Board is pleased to see from Oranga Tamariki’s quarterly report that there are a
number of programmes of work where the voices of lived experience are already being
integrated. We expect Oranga Tamariki to continue at pace with this work and alongside
this, the work to improve the current feedback and complaints process.

Social Work and Professional Practice Pou
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40) We are  pleased that progress has continued across the social work pou over the last
quarter. Examples of this include extending the monitoring of the use of s78s to
include tamariki older then pepī,  the  concentrated  effort  that  has  gone  into  reviewing
and redeveloping the Standard Operating Procedures (SOPs), trialing the ef ectiveness of
group supervision, and the commitment to delivering induction and other
professional development training to social workers and frontline leaders.
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41) The Board has confidence that with ongoing support, resource, and committed leadership,
the work undertaken to implement the actions within this pou will positively impact on the
quality of social work practice and go some way to strengthening the confidence
of frontline kaimahi.

42) As the Board moves toward our  final quarter  for assurance reporting, we continue to
highlight key matters that require ongoing attention if the needs of tamariki and rangatahi
are to be met. These include:

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•  A collective Crown response to children in need of care and protection and/or a youth
justice response. Currently, Oranga Tamariki is the sole government agency named in
the Oranga Tamariki Act, as well as being implicated as the only agency responsible
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for OTAP by its very name. Therefore, other Crown agencies can sidestep being as
responsive  as  needed.  Any  expectation  that Oranga Tamariki is responsible for
delivering all services for children in need is clearly unrealistic and unwise. The reality
that a broad range of agencies share responsibility for supporting the needs of tamariki
and rangatahi in care and in youth justice must be understood by all. If this is not clear,
then this should be clarified, including, if necessary, in legislation.

•  Addressing heavy social worker caseloads, including the growing complexity of many
cases. Current caseloads for many registered social workers are overwhelming, and
this needs to be urgently addressed. Additionally, with limited and unresponsive
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service  options, social workers are  very often  left with minimal options to progress
matters on behalf of the children and young people they serve.

•  Placement scarcity is a longstanding issue that is having significant impact on the
safety and wellbeing of tamariki  and rangatahi in care, and this must be urgently
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addressed. The paucity of placement options is a significant risk to Oranga Tamariki,
as the lack of options increases the chances of inappropriate  placements,  poor
outcomes for tamariki and rangatahi, and failing to meet the required care standards.

•  There does not appear to be a strategy or a plan in place to address the need for more
placement options. The absence of options has been known by Oranga Tamariki for a
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long time. We hope to see commitment to a plan to address this by the end of our term,
as this is a critical area of risk for tamariki, rangatahi and Oranga Tamariki.

•  We outlined the need for clarity on what the unique role of the Oranga Tamariki social
worker  is in Te Kahu Aroha, but we remain  unclear  as to progress with this.
Defining what only Oranga Tamariki can do, what it can share in ongoing partnership
with others, and what it can devolve to partners to lead by themselves is critical.
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•  Progressing the workforce strategy is a significant area that requires more attention.
We understand that  the Of ice of the Chief  Social  Worker  is leading this work and
we look forward to an update in the next quarter.

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43) We wil  pick up on each of these areas in our final assurance report. Meanwhile, the Board
acknowledges the leadership and commitment to strengthening social work practice that
has been evident over the past two years.

Enabling Communities

44) The Board is pleased to see ongoing progress in partnering through prototypes, together
with hearing evidence of some exciting work underway between some Treaty partners and
sites at the local level. In addition, we have seen evidence of a significant lift in the numbers
of rangatahi  being supported by the Transitions Support Service. We acknowledge
significant progress continues to be made in partnerships and with devolution.
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45) Despite this significant progress, we see a pressing need for greater clarity of the direction
of partnership under the FDP. By partnership, we are specifically referring,  under the
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Enabling Communities pou, to  partnerships  with  Māori  collectives;  to  us  this  ultimately
means Treaty partnerships. This is in line with our first overarching  recommendation
of Te Kahu Aroha that ‘Collective Māori and community authority and responsibility must
be strengthened and resourced to lead prevention of harm to tamariki and their whānau’.

46) However,  this quarter we have been advised that partnered responses that are not
prototypes do not sit under Enabling Communities. This is as they are local initiatives that
will need to align with the development of the new locally-led operating model and the
investment strategy that wil  be needed to support that. While agreeing with this rationale,
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we do not wish to see partnerships with prototype partners subsuming the necessity for a
broader range of partnering with  Māori  collectives. Moreover, there are a range of
partnerships in place now that need more certainty and security to be able to continue to
advance the effective work they are already doing.

47) We believe that both prototypes and partnered responses need to sit together under a
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broader strategic approach to achieving authentic Treaty-based partnerships. This also
reflects  what we had understood was the intention with the creation of the Enabling
Communities pou when the FDP was refreshed to be a more strategic approach earlier
this year, and which we commented positively on last quarter. Through this refresh, we
had understood Enabling Communities to subsume the initial Theme 3 of the FDP,
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‘Relationships, Partnering and Decision-Making’. If this is not the case, we therefore need
clarity  as to where Treaty  partnerships do sit under the FDP. Without  that clarity, we
continue to approach Enabling Communities as the lead partnership pou.

48) We received briefings on Prototypes (action 3.5) and on the Transition Support Services
(action 3.4) this quarter which we provide more detail on in the attached table. However,
we did not receive briefings or updates on the other actions under the former theme 3 that
Enabling Communities replaced, with actions 3.1- 3.3 and action 3.6 appearing to have
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dropped out of reporting. We suspect that this reflects that it is not only the Board who are
uncertain as to whether Enabling Communities is intended to be an encompassing pou or
only focused on the prototypes, and if so, where the other actions now sit and who should
report on them.

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49) We were however able to meet with five Māori col ectives, including iwi and hapū groups,
who are not prototype partners but who are actively partnering with Oranga Tamariki, to
hear about their progress and any challenges they are facing. Key in the themes we heard
through these conversations was that, though they have variable experiences with their
local Oranga Tamariki site and regions ranging from excellent through to patchy, all share
concerns as to what resourcing wil  be provided into the future to enable them to continue
with their partnerships and to lead on prevention of harm. They all feel the absence of a
strategy or a planned approach to partnering, and currently are dependent on the good
will of their local site to share information and resourcing. Further, while some sites are
proactively sharing information and resources, this could potentially be at the risk of the
site’s own ability to undertake their core functions. This is because there is no funding ring-
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fenced to support partnering by sites with Māori, and instead, the site’s budget needs to
be stretched to cover if they chose to.

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50) This reinforces the critical need for an investment strategy that gives certainty both to
partners and to sites so  that they can ensure the areas that Oranga Tamariki remains
responsible for can be delivered to the highest standards possible. Partnered responses
and statutory social work cannot be in a situation where they must compete for funding
and we are concerned that currently, outside of the prototypes, there is a risk that this is
the reality.

New Operating Model

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51) The Board has been briefed on the status of the development of the new operating model,
and from this understands that some strong themes emerged from the feedback received
in response to the recent discussion document on potential options for direction of the new
operating model. We are told that general themes received in the feedback included broad
support for moving to one regional lead with a common set of regional boundaries.
Additionally, there was feedback highlighting the need for a shift in National Of ice Service
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Delivery and enabling functions to better support the regions.

52) We have recently been advised that the immediate plans for further consultation on options
for the new model have been paused, to take the time to enable the most solid foundations
possible for the shift and as the Oranga Tamariki Chief Executive wishes to consider this
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work as part of the total picture for change that Oranga Tamariki has underway. The Board
is mindful that there is significant complexity in developing and finalising the new model,
and we offer our support to Oranga Tamariki to work through these complexities over the
remainder of our term.

53) We make this offer as we are mindful there are a range of dependencies at play in
achieving the most effective and future fit operating model to enable the best possible
outcomes for tamariki and rangatahi.
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54) As we have previously stated, and as noted in our comments on Enabling Communities
above, once it is finalised, the new operating model wil  need a robust investment strategy
in place to support the model to deliver improved outcomes for tamariki, rangatahi and
their whānau.

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Workforce Strategy

55) We understand that the workforce strategy is still in the initial stages of its reset from the
last quarter.  The Board has  not seen evidence of substantive progress with the
development of the strategy over the last three months, and we are therefore unable to
provide assurance of progress with its development this quarter.

56) Both the Board and Oranga Tamariki understand that a workforce strategy is a vital step in
assisting the organisation to achieve the transformational outcomes needed. To this end,
we reiterate once more that for Oranga Tamariki to have a fit-for-purpose workforce, the
organisation must be clear on what roles Oranga Tamariki wil  continue to hold and what
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roles wil  be devolved to communities. Without this, it is difficult to understand how there
can be a shared understanding of what Oranga Tamariki’s future workforce needs to look
like, or that of the broader sector or partners in the community.
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57) The Board would appreciate a comprehensive  briefing for the next quarter on the
progression and positioning of this work.

Digital Enablers

58) The Board continues to be pleased with progress on the work to replace CYRAS. We have
been advised that the business case has been approved by Cabinet and the Treasury
Gateway Review returned a Green/Amber rating. Information

59) The Board understands that work is now underway to build the project team capability to
advance the Business Care, and to prepare a procurement plan for vendors to support the
programme. We understand that the programme is being socialised with kaimahi to ensure
they know how it wil  support and enable their work.
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60) In comparison, the project to replace the Data Warehouse Platform from the old MSD
platform to a new one managed by Oranga Tamariki does not seem to be progressing as
well as expected. The Board understands that due to non-delivery by the incumbent
implementation partner, Oranga Tamariki is now going through a further procurement
process to find a new vendor.
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61) This project is critical for making data and information available to kaimahi to inform
decision-making. We hope to hear that more progress has been made in the next quarter.

PROGRESS NEEDED IN THE NEXT THREE MONTHS

62) As stated above, there remain  critical pieces of work that must be completed and
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embedded in order for transformation to be successful. This  includes:  an investment
strategy in development in advance of the new operating model; an outcomes framework
with clear performance measures; significant progress on the Oranga Tamariki Action Plan
(OTAP), including increased responsiveness from a more coherent children’s system; and
the development of a fit-for-purpose  Workforce Strategy.  We also hope to see  more
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progress in implementing the recommendations in our Residence review, as some of the
issues we identified in that review remain as pressing as when we first made them.

63) In the next three months, we hope to see significant progress across these areas of work,
and on the specific activities identified under each theme and pou of the FDP. This is so
our final report can provide assurance that long-term and enduring transformation can be
achieved and that the FDP is where it needs to be more than two years on from its release
in response to Te Kahu Aroha.

64) As we have stated previously, we believe that there must be an ongoing independent
oversight mechanism following the life of our Board. This is needed to ensure
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accountability and to maintain the focus needed to achieve sustained transformation in
outcomes for tamariki, rangatahi and their whānau.
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Appendix 1

UPDATE ON ORANGA TAMARIKI’S RESPONSE TO THE RECOMMENDATIONS IN THE BOARD’S DISABILITY REPORT

The Board has received an update from Oranga Tamariki on work that is progressing in response to the recommendations in our disability report ‘Te Kahu Aroha: addendum report on quality support and service
outcomes for tamariki and rangatahi whaikaha, their whānau, parents and caregivers’. The Board feels that overall, progress has been made across each of the recommendations in the disability report albeit some
have progressed at a quicker pace than others. As previously noted, we are pleased with the approved Disability Strategy, and we believe the activities identified to support this strategy will further address some of
these recommendations. The Board is concerned that OTAP is an integral part of achieving the desired outcomes of some of our recommendations. At this stage, there is no plan for how agencies wil  work together to
achieve better outcomes for tamariki and rangatahi whaikaha and their champions.

This table provides a progress update and assurance summary for each recommendation.
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Recommendation
Oranga Tamariki progress update
Board assurance summary
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1. Reflecting the existing and sometimes unfulfil ed legal
Disability Strategy
The Board continues to receive regular updates on the progress of
rights of tamariki and rangatahi whaikaha, their whānau,

the Oranga Tamariki Disability Strategy. We understand this has
parents and caregivers, there must be significantly more
Phase 2 engagement has occurred, including 50 hui with care experienced
now been approved by Te Riu and an implementation plan is next
visible commitment by both Oranga Tamariki and the
disabled people, caregivers of disabled tamariki and rangatahi, and Whānau
to be developed.
broader children’s system to ensuring the needs of tamariki  hauā, with other agencies, and Oranga Tamariki Kaimahi.
and rangatahi whaikaha, their whānau, parents and

As we have stated before, the Board has been impressed with the
caregivers are prioritised and supported.
The Disability Strategy wil  be provided to Te Riu for sign off by the end of August  extensive work undertaken to develop the strategy and we are
2023.
pleased that this is now complete. It is critical that Oranga Tamariki
(a) More specifically, we recommend:

develop a strong implementation plan and that this is supported by
i.  The Oranga Tamariki Future Direction Plan is
Future Direction Plan
Te Riu with the necessary resourcing to ensure a successful
refreshed to explicitly include a disability lens across
delivery. We look forward to further updates on this work.
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all relevant actions.
To ensure the Future Direction Plan action points are deliberate in delivering

ii.  That the recommendations of this report are
outcomes for tamariki and rangatahi whaikaha and their champions, we are
In addition to progress updates on the Disability Strategy, the
incorporated into the Future Direction Plan, as this
undertaking an the mahi required to develop statements of expectation for the
Board received a briefing on the work being undertaken by Oranga
will allow the Board to provide the Minister with
Future Direction Plan Programme and its action points.
Tamariki to incorporate a disability lens throughout the Future
assurance that the needs of tamariki and rangatahi

Direction Plan (FDP). We understand that a high-level statement of
whaikaha, their whānau, parents and caregivers are  We are working with all action owners to ensure there is an explicit disability lens  expectation for the FDP as a whole has been provided to all action
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not being deprioritised or side-lined again.
in each action by the end of September 2023.
point owners. This statement was developed in accordance with
the United Nations Convention of the Rights of Persons with
Disabilities (UNCRPD) and uses a social and rights-based
approach.

We understand that Oranga Tamariki wil  work with each action
point owner to analyse the expectations for each programme of
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work with the aim of delivering better outcomes for tamariki and
rangatahi whaikaha and their champions.

We are pleased to hear that progress is being made on our
recommendation to ensure the FDP has a disability lens across it.
We also acknowledge that this work is being undertaken in
collaboration with the ‘Greater Integration of Voices’ work. We
believe these are critical steps to ensure better outcomes for
tamariki and rangatahi whaikaha and their champions.
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2. That the Oranga Tamariki Action Plan states the role of
Oranga Tamariki Action Plan
The Oranga Tamariki Action Plan
each agency in leading and supporting improvements for

tamariki and rangatahi whaikaha, their whānau, parents and  The Cabinet Paper that provides an overview of the initial implementation plan
See Recommendation 3 for Board assurance summary.
caregivers, as this wil  enable Oranga Tamariki to be clear
has been released publicly on the Oranga Tamariki Action Plan website.
Additionally, the Board has received the updated Oranga Tamariki
about its roles and responsibilities within the system.

Strategic Plan. Together with OTAP, this shows a clearer picture of
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(a) More specifically, we recommend:
An update on the assessments programme is provided under recommendation
what Oranga Tamariki’s roles should be and where other agencies
3.
should lead. While we are heartened to see the commitment made
i.  Development of a consistent and shared

by Oranga Tamariki in clarifying its role within the context of the
understanding of disability both within Oranga
A Cabinet Paper has been lodged for Ministers’ consideration, providing an
wider children's system, until the other relevant agencies are wil ing
Tamariki and across the system, to include an
update on progress against the Dame Karen Poutasi system review
to join Oranga Tamariki at the table, any advancements in OTAP
agreed description of disability that clearly articulates  recommendations in August 2023. The update notes that the cross-agency
wil  be slow to progress, if at all. We are also still not clear about
what is included within scope and whose
working group providing advice on recommendations 11 and 12 is preparing a
what aspects of Oranga Tamariki’s roles wil  be devolved to
responsibility it is to respond to gaps in support.
report for the Minister for Children on the existing children’s system, setting out
communities.
ii.  It is our view that the scope of disability should
its formal elements and membership, ahead of proposing a forward work

include neuro-developmental challenges and
programme.
Oranga Tamariki Definition of Disability
learning difficulties such as Fetal Alcohol Spectrum

Disorder and At ention Deficit Hyperactivity Disorder.  Oranga Tamariki Definition of Disability
The Board has been advised that the Oranga Tamariki definition of
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Many of the unmet needs of tamariki and rangatahi

disability has now been approved by Te Riu. The Board was given
within the Oranga Tamariki system relate to a lack of  The definition was tweaked as a result of the Phase 2 consultation, as was
a chance to provide feedback on the definition and we are happy
agreement between government agencies as to
expected. This clarified the exclusion of mental health and trauma from the
that it is inclusive of neurodiverse conditions such as ASD, ADHD
whether the presenting concerns fall within their
definition. The definition wil  be signed off by Te Riu alongside the strategy and
and FASD, while excluding mental health and trauma. The Board
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understanding of what the term disability includes,
vision by the end of August 2023.
asserts that this definition wil  give the organisation, and in
and which agency is responsible for addressing

particular frontline kaimahi, greater clarity and understanding of this
them.
Cross-agency Policy Proposals for the New Mental Health Act
cohort of tamariki and rangatahi and what Oranga Tamariki’s
iii.  We welcome the development of collective language
responsibilities are for meeting their needs.
that reflects current and emerging values framing
On 31 July 2023, Cabinet agreed to the second tranche of policy proposals for

disability in a rights-based framework rather than a
the new Mental Health Act.
Mental Health
deficit-based approach.

iv.  At the same time, we consider that mental health
Work on drafting the Mental Health Bil  based on decisions agreed by Cabinet is  The Board notes that a needs assessment on Mental Health has
concerns should be clarified as primarily a matter for  underway. Cabinet material wil  be proactively released in mid-September 2023.  been undertaken and this has identified significant system gaps. At
the health sector to lead the response on. We state
Implementation planning wil  progress alongside the development of the
this stage, we are unaware of what programmes of work will be
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this in the hope that this support can be unblocked
legislation. Once the Bil  is drafted, Cabinet approval wil  be sought to introduce
undertaken to address these gaps. We acknowledge that this work
quickly as we are hearing desperate need for it from  the Bil  into the House of Representatives.
will succeed the life of the Board, however we hope to have a
tamariki and rangatahi whaikaha, their whānau,

clearer picture of what the necessary interagency response to
parents and caregivers, and from Oranga Tamariki
The inter-agency responses to address system gaps identified in the in-depth
these gaps will look like before our term ends.
frontline kaimahi. Oranga Tamariki kaimahi are
assessments of need delivered to date are initiating additional programmes of
already stretched but are stil  expected to be the
work beyond the existing Action Plan and its Implementation Plan.
default service provider for mental health needs,

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having to try to find appropriate support for mental
The full scope of the new programmes of work wil  only be understood once all
health needs in the absence of a systemic and
agency responses to the assessments are produced, by early 2024. In the
specialist response.
interim, the following actions are being progressed:
•  Trauma training needs are being scoped.
•  Foundational induction programme for new social workers and new
supervisors and practice leaders is being rolled-out.
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•  A scoping exercise has begun to investigate locations where mental health
providers and Oranga Tamariki are collaborating well, and caregivers and
frontline workers are able to navigate the system.
•  The Gateway Assessment programme is progressing well.
•  Health needs of children and young people in care and young people in
residences wil  be better understood.

Use of Growing Up in New Zealand (GUINZ) survey data to consider Oranga
Tamariki populations is being progressed.
Released
3. A cross agency plan is urgently needed to address the
Oranga Tamariki Action Plan
The Oranga Tamariki Action Plan
lack of specialised care support and the lack of appropriate

placement options for tamariki and rangatahi whaikaha. The
The Board is aware that the current needs assessments have
plan should also provide options for more support for carers  The Action Plan have completed three needs assessments. These are
identified system gaps that impact on positive outcomes being
so that they can appropriately provide for the needs of the
Education needs (transitions population), Primary health need (in care
achieved for tamariki and rangatahi whaikaha. At this stage, we are
tamariki and rangatahi whaikaha in their care, and to
population), and Health needs (transitions population).

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support the provision of more care options, including
The primary health needs assessments used a definition of disability based on
unaware of how these gaps wil  be addressed, and we look forward
placement options.
the Convention on the Rights of Persons with Disabilities and noted that certain
to receiving a plan for this in time for our final assurance report.

disabilities may be prevalent in the care population, including FASD, ASD,

(a) There is an urgent need for more, and more
ADHD and learning disorders.
We understand that Oranga Tamariki is undertaking work to
appropriately tailored, support to be provided to caregivers

articulate the wider disability system gaps that were identified in
so they can sustainably meet the needs of tamariki and
The primary health needs assessments also identified that primary health is
developing the Oranga Tamariki Disability Strategy. In the absence
rangatahi whaikaha in their care.
crucial for identification of disabilities. Children and young people with disabilities  of a whole of disability system needs assessment, we feel that this

face greater barriers to health. The assessment also identified that health-
work will be critical to gaining traction in improving outcomes for
(b) A review of the process for implementing agreed
related needs were not being addressed until they emerged in a crisis. By the
tamariki and rangatahi whaikaha and their champions.
caregiver support plans is needed, to ensure that carers are  time young people are in the transition service, needs are often very high and
receiving the support that has been identified and agreed.    unaddressed.

Gateway Assessment Review
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The transitions health needs assessment emphasised the importance of
As noted last quarter, the Gateway Review is still in the early
agencies working together to meet the needs of the cohort of young people with  stages, with a current focus on engagement. Currently, we are
multi-layered health and disability support needs.
unable to provide assurance on what the outcomes of this review

may be. The Board hopes that there may be a clearer picture of
Act
We are now working with education and health agencies to formulate a cross
outcomes next quarter, though we have not been provided with any
agency response to address the gaps identified in the needs assessments
timeframes as to when the review wil  be completed.
above.

UNCRPD Recommendations
We are in the process of commissioning partner/provider led early risk in depth

needs assessments. This needs assessment wil  uncover the disability needs of  The Board acknowledges the work that is being undertaken
the cohort of children and young people who has risk factors for future
together with Whaikaha to respond to the UNCRPD report
involvement with Oranga Tamariki.
recommendations. We are advised that Whaikaha is leading this

work and we expect that Oranga Tamariki wil  dedicate resources
After completion of the early risk needs assessments and all the cross-agency
to ensure Whaikaha are supported to implement a robust
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response, we wil  consult relevant stakeholders whether a disability specific
interagency plan where accountabilities for each agency are clear.
needs assessments is stil  required.

Caregiver Support Plans
Gateway Assessment Review

The Board’s commentary on this part of our recommendation has
External engagement is underway. The initial focus has been on talking with
not changed since our last quarterly report. We note the
Official
kaimahi involved in Gateway, partners and providers, and care-experienced
commitment by Oranga Tamariki to comply with the National Care
rangatahi.
Standards. However, we are unclear about the consistency of

supports that are offered to caregivers of tamariki and rangatahi
Regional engagements
whaikaha to meet their specific needs. A tailored plan must not only
Three regional engagements wil  occur across Auckland, Lower South, and Te
identify needs but also result in appropriate services and supports
Tai Tokerau.
being provided. We hope that this issue wil  be addressed at least
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in part through the implementation plan for the Oranga Tamariki
Several focus groups with Oranga Tamariki kaimahi have been completed in
Disability Strategy.
Auckland, with the first one occurring in South Auckland on 21 July. Collective
The Board would like to receive any analysis completed that
discussions with health and education kaimahi wil  follow. This approach wil
evidences identified needs resulting in services and supports within
continue across Lower South and Te Tai Tokerau.
caregiver support plans.

Partner engagement

Engagements are planned with some partners and providers in the Lower South
from 28 August. There wil  be joint representation from Oranga Tamariki,
Ministry of Health, Te Whatu Ora, and Te Aka Whai Ora.
Released

Youth engagement
Our second engagement with the Youth Advisory Group was held on 25.
Preliminary insights from both sessions are being shared ahead of engagements
with other groups to help the discussions stay grounded around the outcomes
we are trying to achieve for children and young people.
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Surveys
A survey for kaimahi and partners wil  be available in early August. A second
survey tailored for care-experienced rangatahi, whānau and caregivers wil  be
developed with care-experienced rangatahi, and wil  distributed by the end of
August.

UNCRPD Recommendations

Cabinet has approved the responses to each UNCRPD recommendation. An
announcement wil  be made by Whaikaha in August 2023.

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Whaikaha is leading planning for implementation, hui in mid-September to begin
planning the refresh of the national disability strategy to reflect
recommendations.

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Caregiver Support Plans

Care is largely compliant with the Care Standards, however ensuring quality is
an ongoing focus.

4. There needs to be provision for specific induction on
No further update this quarter.
As we stated last quarter, the Board is pleased that a focus on
Oranga Tamariki’s role for disability for new frontline
disability has been included in both the Puāwai Induction
kaimahi, and provision of ongoing training and resources to
programme and in the Leading Practice programme. However, we
support kaimahi to deliver effectively for the tamariki and
Last quarter update
assert that an evaluation of these programmes that includes a
rangatahi whaikaha, their whānau, parents and caregivers

specific focus on disability would be beneficial to be able to assess
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kaimahi are supporting.
The disability kaupapa is included in the Puāwai Induction programme and
how effective the training is and how well supported kaimahi feel to
covers working with tamariki and rangatahi whaikaha, their whānau, parents and  be able to meet the needs of tamariki and rangatahi whaikaha.
caregivers. Regional Disability Advisors outline the Disability Strategy and give

guidance on resources and supports available to kaimahi.
The Board intends to engage with frontline kaimahi in the coming
quarter to test how Oranga Tamariki’s work to address our
The disability kaupapa is also included in the Leading Practice programme for
recommendations is impacting their practice.
Official
Supervisors, Team Leaders and Practice leaders. Regional Disability Advisors

advise how to provide leadership to staff working within the disability guidance.
Last quarter, we recommended that kaimahi would benefit from
specific training on how to engage with whānau and caregivers
The kaupapa is now included in wananga 2 rather than waiting to week 10, to
supporting tamariki and rangatahi whaikaha. We understand that
help ensure it is reflected across all areas of practice and is prioritised
there are webinars being planned to support kaimahi to understand
throughout the course.
the new Practice Approach with input from disability subject matter
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The programmes are updated and iterated each quarter, to ensure new
experts. The Board is advised that working with whānau and
guidance, policies, and tools are continually reflected throughout the course.
caregivers is one of the aspects of these and we expect that this
wil  include whānau and caregivers of tamariki and rangatahi
Good feedback has been received from kaimahi on both programmes.
whaikaha, as well as disabled whānau and caregivers. We hope
this will lead to better outcomes for this population group.
5. Comprehensive and up to date information and guidance  No new disability specific guidance has been published, however,
The Board acknowledges that the first part of this recommendation
on disability issues needs to be regularly updated, with
considerations for disability continues to be reflected in all guidance. The
is, appropriately, a part of business as usual for Oranga Tamariki.
Released
feedback from frontline kaimahi incorporated to ensure it
Practice Centre is now ful y available externally, providing greater access to all
We note Oranga Tamariki’s update that considerations for disability
remains fit for purpose. This also needs to be made more
our guidance.
are being reflected in all guidance, and we hope this means that
accessible and easier to find for frontline kaimahi. It should
disability subject matter experts are being consulted. We are
include information on the supports and services available
pleased that the Practice Centre is now available to caregivers.
in the communities they serve, and resources that can be
provided to whānau and caregivers.
As part of this recommendation, we highlighted the need for
information to be made available on what supports and services
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are available in each community, and the resources that can be
provided to whānau and caregivers to support them. We have yet
to receive an update on whether this is available or in development.
6. There should be commitment to evaluating outcomes for  Disability Support Services (DSS) Casefile Analysis
Disability Support Services (DSS) Casefile Analysis
tamariki and rangatahi whaikaha, their whānau, parents and
caregivers from service and programme delivery by Oranga  High Needs Services and the Evidence Centre have commenced a descriptive
As we stated last quarter, we believe this work will be a critical
Tamariki. Furthermore, legislative and regulatory changes,
audit/evaluation analysis of a cohort of 126 tamariki and rangatahi who are
lever to identify any unmet need for tamariki and rangatahi
and particularly whether their actual impacts meet their
currently in specialist out-of-home care. These tamaiti are Disability Support
whaikaha in out-of-home care. It wil  provide a greater
intended impacts, should be routinely evaluated. Had this
Services (DSS) eligible and are receiving support from Whaikaha via funding
understanding as to whether Oranga Tamariki is meeting its
been in place, we assert some of the unintended impacts of  schedule of the MOU between Whaikaha and Oranga Tamariki. This work is to
requirements in terms of legislation and professional practice. It is
the repeal of section 141, for example, would have been
provide assurance that Oranga Tamariki is meeting its obligations to disabled
disappointing that the timeframe for completion has been extended,
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identified and potentially addressed at least in part by now.
tamariki who are in specialist out-of-home care, specifically in relation to
but we understand that there are a lot of competing priorities within
legislation and relevant good practice standards of care. The objective is to help  Oranga Tamariki. We hope that the results from this analysis wil  be
ensure that Oranga Tamariki is meeting the safety and wellbeing requirements
available for our next quarterly report.
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of these tamariki. Oranga Tamariki is also required to undertake this review work  The purpose of this recommendation was around ongoing
as part of budget commitments to support section 141 repeal impacts.
evaluation, particularly when there is legislative change, to ensure

tamariki and rangatahi whaikaha and their whānau, parents and
The timeframe for collecting the cases for the DSS case file analysis has been
caregivers are having their needs met and are not experiencing
extended. Once complete, it wil  be handed over to the Evidence Centre for
unintended negative impacts from change.
analysis. The findings wil  help improve our understanding of their engagement
with Oranga Tamariki and service improvements.

MOU between Oranga Tamariki and Whaikaha
MOU between Oranga Tamariki and Whaikaha

We understand that a revised version of the MoU between Oranga
Oranga Tamariki has sent the MOU to Whaikaha for their review and agreement.  Tamariki and Whaikaha wil  be signed in September. As noted last
Information

quarter, this document is critical to clarify the roles and
Work is ongoing between Oranga Tamariki and Whaikaha to manage the
responsibilities of both agencies, which is particularly important
transfer of funding as part of the funding schedule review.
since the repeal of section 141 of the Oranga Tamariki Act. We

look forward to seeing the revised MoU in place next quarter.
We expect the revised MOU to be signed in September 2023.

Official

7. There needs to be a plan to improve the collection of
The Donald Beasley report on Disability Data models is nearly complete,
The Board is informed that a more accurate figure of tamariki and
disability data within Oranga Tamariki to better inform
following which it wil  be published.
rangatahi whaikaha in the Care and Protection system is 56% of
service design and delivery.

Work has begun on the project for the disability variable suite for external
children in the system. The figure for tamariki and rangatahi
monitors using existing internal data. The final disability variables wil  be a better  whaikaha in the Youth Justice system is 78%. While these figures
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representation of Oranga Tamariki disabled populations but is still expected to
are stil  estimates based on improved existing data, and it remains
underrepresent the population. There are limitations around the existing data,
likely that these figures are in reality higher, the refining data paints
including delays and denials of assessments and screenings in the health and
a clearer picture of the number of tamariki and rangatahi whaikaha
disability systems, which mean children and young people with disabilities will
whose needs must be comprehensively understood in order to be
stil  be missed. The implementation of comprehensive assessment and support
met.
wil  improve Oranga Tamariki disability data and assist in understanding the true  The Board is pleased with the extensive work that is being
prevalence of disability. Projects such as the Gateway Review and the Oranga
undertaken to improve the availability of disability data. We know
Tamariki Action Plan wil  support these improvements.
that the work to improve frontline technology systems as well as

other programmes of work within Oranga Tamariki will further
Released
The business case and associated work to improve frontline technology systems  support the work to address this recommendation.
wil  have an impact on our ability to collect disability specific data.

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Appendix 2

UPDATE ON ORANGA TAMARIKI’S RESPONSE TO THE RECOMMENDATIONS IN THE BOARD’S REVIEW OF RESIDENCES

The Board has received an update from Oranga Tamariki on work that is progressing in response to the recommendations in our review of residences. The Board acknowledges the growing focus on residences over
the last quarter, and we are mindful that a review into recent challenges in residences is currently underway. Understanding that this should be completed in the coming months, we look forward to seeing the resulting
plan. We assume that this will build on our review of 2021, and hope it will identify further options to support, strengthen and resource the residences. The Board asserts that a specific focus on adequately supporting
and resourcing residences must continue for the long-term; this is critical to enabling transformation of outcomes for tamariki and rangatahi that need residential care.

The below table provides a progress update for the activity over the last quarter and our summary of assurance for each recommendation.

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Recommendation
Oranga Tamariki progress update
Board assurance summary

1. There is a shortage of placement and treatment options
Care & Protection Residences
for tamariki presenting with high and complex needs, and

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who are potentially at imminent risk of harm to themselves
Increasing demand for suitable placements particularly, for young people with both
and/or to or by others. This is a pressing and immediate
high and complex needs and youth justice concerns, continue to place pressure
issue. The first priority for these tamariki and rangatahi
across the organisation. The Board understands there is further work being
must be that there are appropriate options for them to have
undertaken on continuum of care options. We agree this is needed, so that a full
a safe place to go, where the risk of any harm to
suite of placement options is available to respond to the specific needs of young
themselves or others can be appropriately managed. This
people who need additional support. Options that enable tamariki and rangatahi to
means plans for new residences should be accelerated so
‘step down’ from full residential care through an integrated pathway to community
that the range of options for residential care is expanded
services is needed as part of this.
and more placements are made available over the coming

years. It also means that current residences must be
Securing more placement options is critical both to enabling better outcomes for
adequately supported, as they wil  be needed at existing
young people and the effectiveness of social work professionals. Placement scarcity
Information
capacity at least until a full suite of new residential care
continues to have a major impact on the ability to provide the most appropriate
options are in place, if not in addition to the new builds for
services.
the long term.

The lack of suitable placement options requires Oranga Tamariki’s urgent attention.
The Board has signalled this a number of times and through as many avenues as we
have had available to us through our Board role, reflecting how important this issue
is for safety and wellbeing of tamariki and rangatahi. This is a matter that we need to
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see progress on before the end of our term if we are to be able to give assurance in
our final report.

Youth Justice Residences

As outlined in our last quarterly report, in order to provide full assurance on this
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recommendation, we need to be updated on the amended Residence and
Community Homes plan, including timeframes for completion.

Over the coming quarter, we will be interested to see how the recommendations of
the urgent review of residences align together with our recommendations, so that
both are supporting cumulative progress.

2. As recommended in Te Kahu Aroha, a social sector
The Board expects that a workforce tailored to the specific needs of the residences
workforce plan is urgently needed. The workforce strategy
wil  be a critical component of the developing Workforce Strategy.
Released
that Oranga Tamariki is developing in response to this

recommendation should explicitly include ensuring the
The Board continues to assert that a public safety lens must be front and centre of
residential workforce:
this work, particularly when considering the need for a well-trained and skil ed allied
•  has the right mix of skil s and specialisation;
w
  orkforce.
•  is appropriately valued at Oranga Tamariki;
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•  is recruited, inducted, trained and skil ed for the
levels of specialised care needed at the residences;
•  has a culture of accountability, supervision and
reflection led from the top and across the
residences.
3. While the workforce strategy is being built, there are
The current work being undertaken with the rapid review has meant that  The Board understands that this work is likely to be impacted by the Rapid
some actions that can be taken more immediately which we whilst we have continued engaging with the Workforce Development
Residence Review.
think wil  help. These are that Oranga Tamariki should:
Council, the role standardisation needs to follow the development of the
•  standardise job titles and requirements for the
Model of Care (and operating model) for residences, developed in
We would appreciate an update over the next quarter on the plan of action to
current range of residential/care/night/youth worker  conjunction with the recommendations of the rapid review.
address residence workforce requirements within the wider workforce strategy.
roles, and specify what qualifications and training

need to be met over the first year of employment so  This wil  be the foundation of sustainable and enduring change in this
We realise that much of the work to advance a fit–for-purpose residences workforce
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they can fulfil their role appropriately;
area.
is planned for implementation across 2024. As this wil  be beyond the life of our
•  work with relevant tertiary providers to develop a

Board, we would value an indication of how Oranga Tamariki intends to ensure
range of options to enhance specialist skil s for
The preliminary work, including the audit of position descriptions,
ongoing delivery of this work, and that accountability mechanisms are in place to
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staff.
relationship with the workforce development council, minimum
support this. This is considering that ensuring a fit-for-purpose residential workforce
requirements to maximise capability and capacity, and the subsequent  is critical to achieving improved outcomes for tamariki and rangatahi who need
gap anal

ysis of training needs, wil  inform the changes required.
residential care.

As part of ensuring a fit for purpose residences workforce, and as in our comment on
recommendation 2 immediately above, the Board continues to assert that a public
safety lens must be front and centre of this work.
4. The work underway to develop national standard
As per the update on FDP item 4.5
Refer to the Board’s narrative on action 4.5 in the Social Work and Professional
operating procedures should proceed at pace.
Practice pou.
5. The review of the residences’ legislative and regulatory  In June, officials provided a consultation document to the Minister for his  The Board is supportive of the approach outlined in the document provided to the
framework should continue as a priority so that the
consideration, to support consultation with stakeholders on the overall  Minister in June this year, and we hope to see ongoing consultation with
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framework is fit for purpose to support a shift to a broader  approach, purpose and principles of residential care. Officials have
stakeholders to ensure a solid base is built on the approach, purpose and principles
range of residential care options, and noting that changes  recommended that the Minister seek Cabinet’s authority to undertake
of residential care.
to the legal framework would also require training to ensure consultation from September – November 2023 (including over the
a robust understanding of the legal framework amongst all  election period).
staff.

6. A strong assurance function that monitors delivery and
The Board looks forward to receiving a comprehensive progress update next quarter
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consistency in care provision across Oranga Tamariki
on the work to improve practice development across residences. This must be within
should be established.
the context of the whole care spectrum and what young people need to have
available throughout their care journey.
7. With regards to the grievance process, there is a need  The Incident Management Team (IMT) has commenced work to analyse  The Board is disappointed at the lack of progress in enhancing the existing
for significantly strengthened coordination and clarity of
grievances received, looking back as far as July 2021. Where there are  grievance processes. At this stage, there are no new mediums available to young
accountability, and:
grievances with allegations of harm or inappropriate behaviour towards  people to make a complaint, which is what we said was urgently needed in our 2021
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•  nation-wide consistency in implementing the
tamariki or rangatahi a Triage Panel, consisting of leaders from Service  review.
grievance process needs to be applied across the  Delivery, Human Resources / Employment Relations, Legal and

residences, with serious complaints being
Practice, have reviewed these cases to ensure the right action was
Refer to the Board’s narrative on action 1.4 in the Social Work and Professional
investigated independent of the residence it was
undertaken, which includes reviewing the investigation notes. As part of  Practice pou.
made against;
this exercise, insights and learnings are being gathered to inform what
•  immediate steps should be taken to improve the
improvements or enhancements may look like to the Grievance
The Board expects an update over the next quarter on progress made to implement
accessibility of the grievance process for young
Procedures and these wil  be utilised to inform what changes to the
pi
  lot options.
people (for example, not requiring complaints to be  regulations would be needed to make this change, which is a longer-
handwritten);
term piece of work.
Released
•  a review of the structure of the Grievance Panels is
needed to ensure the roles remain fit for purpose
Additionally, IMT has identified immediate improvements as an area of
and are being utilised to the best of their ability.
focus. This action is covered by the Manaaki Kōrero work programme,
but the IMT is investigating options to accelerate this through a pilot of
two new ways for rangatahi to lodge a grievance in residences. The two
new mechanisms under consideration for rangatahi is an 0800 number
to call and leave a voice message, and a digital solution via an online
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form or application. The IMT has shortlisted potential pilot sites and once
confirmed wil  commence detailed design of the pilots alongside those
sites. This work is currently being led out by the IMT and wil  transition
into the Transformation work programme following the closure of the
IMT.
8. Holistic and integrated therapeutic care matched to the  Many of the barriers to improvements systemic across other agencies,  As outlined in the previous quarter, the Board would like to understand where and
needs of each tamaiti should be consistently provided
however, the initiatives noted in the previous update need to be
how OTAP will support the delivery of services and supports to young people in
across the system, from within Oranga Tamariki and from  measured to access impact. As noted in update on recommendation 3,  residences.
all agencies with shared responsibilities. A committed multi- measuring the success of these initiatives wil  be the foundation of

disciplinary approach is required at the very least. The
sustainable and enduring change in this area.
We continue to hear that OTAP is not yet making a difference at the frontline and is
development of the Oranga Tamariki Action Plan is an

not being consistently implemented. We hear that Oranga Tamariki is stil  being left
important opportunity to drive a shared systems approach  Work in the Quality Assurance Framework space is built upon channel  to provide or buy services that other Crown agencies are responsible for, such as
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to care.
connectivity, taking an organisational approach to quality assurance
education or mental health services.
within Residences. Creating common measures to ensure that issues

are addressed at an organisational level and actions are put in place by  As we have stated elsewhere in this report, we believe that it is unrealistic and
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those that can affect positive change.
unhelpful for other agencies to leave responding to children’s needs to Oranga
Multi-Agency Team approaches continue to be improved in both our
Tamariki on its own. While we hear progress is being made at the national level, we
C
  are & Protection and YJ residences.
are not yet confident that other Crown agencies wil  be adequately responsive to the
needs of children in the custody of the Oranga Tamariki CE, without being regularly
held to account on this through independent oversight. As noted, we intend to seek a
meeting with the Social Wellbeing Board before our final assurance report later this
year to discuss the implementation of OTAP.
9. Meanwhile, in order to support a more coordinated
Barriers to primary care access wil  only intensify as the effects of
The Board acknowledges the attempts made by Oranga Tamariki to build local
systems approach and provide specialist care matched to  COVID-19, burn-out, underfunding, and aging population of health care  relationships to seek solutions and bring other Crown agencies to the table.
the needs of each tamaiti, and in alignment with
providers are realised. We are making every attempt to leverage our

development of a workforce strategy, Oranga Tamariki
relationships and agreements to create solutions, but this can only go so However, the Board urges Oranga Tamariki to escalate identifying and addressing
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should, as soon as possible:
far to solve the problem.
barriers that impact on timely and responsive services being available to tamariki
•  ensure every residence has a current agreement

and r

angatahi within residential care settings.
with DHB Mental Health Services and with the
Regional interagency hui continue to develop and improve. In Tāmaki
Ministry of Education Regional Manager that sets  Makaurau the reach has been extended to ensure issues are being
out agreed service obligations and expectations for  addressed at an agency level. Many of the barriers to success here
accountability for and provision of services to young  relate to Health (Primary and Tertiary) Service Provider resource
people living in residences;
shortages and appropriate options available from education providers.
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•  ensure a service provision outcome framework is in
place outlining the skil s and support every tamaiti
(and their whānau) can expect to have on
transitioning out of a residence.

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GREATER INTEGRATION OF THE VOICES OF
TAMARIKI, WHĀNAU, WHAIKAHA, PASIFIKA,
MĀORI AND RAINBOW COMMUNITIES
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Board high-level theme summary
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Te Kahu Aroha seeks to improve outcomes for tamariki, rangatahi and their whānau. Te Kahu Aroha firmly asserts the voice
and  views  of tamariki and rangatahi must  be  placed  at  the  centre  of  all  planning  and  delivery,  at  community,  regional  and
national levels. The integration and participation of the voices of all those who experience the service of Oranga Tamariki must
be embedded across all of the work and thinking of the organisation in order to achieve the culture shift which is sought.
The Board is pleased to hear that the shift from a single action to a more expanded work programme for this theme means that
the work now has more visibility and resourcing.
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We received a ful  briefing on progress to redesign the future state of integrating voices. We are advised this will be a three-
year  programme  of  work,  beginning  with  the  development  of  a  new  framework  titled  the  'Voice  to  Action  Pathway'.  We
understand this framework is in the early stages of its development. We look forward to hearing more about how this pathway
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wil  be implemented, and what impact this wil  have for how voices wil  be used to support decision-making and practice. We
urge Oranga Tamariki to consider how integrating voices can support a wider children's system response, and how the social
sector can be responsive to the needs of these groups. Additionally, there needs to be a way to translate what is being heard
to support the frontline to be responsive, including providing any additional training that might be required.
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The Board is pleased to see from Oranga Tamariki's quarterly report that there are a number of programmes of work where the
voices of lived experience are already being integrated. We expect Oranga Tamariki to continue at pace with this work and
alongside this, the work to improve the current feedback and complaints process (see action 1.4).
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SOCIAL WORK & PROFESSIONAL PRACTICE
Board high-level assurance summary
The Board is pleased that progress has continued and gained traction across the social work pou over the last quarter. Examples
of this include extending the monitoring of the use of s78s to include tamariki older then pepī, the concentrated effort that has gone
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into  reviewing  and  redeveloping  the  SOPs,  trialing  the  effectiveness  of  group  supervision,  and  the  commitment  to  delivering
induction and other professional development training to social workers and front-line leaders.
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The Board has confidence that with ongoing support, resourcing, and committed leadership, the work undertaken to address the
FDP  social  work  actions  wil   positively  impact  on  the  quality  of  social  work  practice  and  go  some  way  to  strengthening  the
confidence of frontline kaimahi.
As the Board moves toward the final quarter, we continue to highlight matters that require ongoing attention to ensure the needs of
tamariki and rangatahi are met. These include:
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• A  col ective  Crown  agency  response  to  children.  Currently,  Oranga  Tamariki  is  the  sole  government  agency  named  in  the
Oranga Tamariki Act and this can lead to other Crown agencies not being as responsive as is needed. The expectation that
Oranga Tamariki is responsible for delivering all services is unrealistic and needs to be addressed.
• Addressing social worker caseloads, including complexities. It is indisputable that current caseloads for many registered social
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workers  are overwhelming,  and  this  needs  to  be  urgently  addressed.  Additional y,  with  limited  and  unresponsive  service
options, social workers are left with minimal options to progress matters on behalf of the children and young people they serve.
• Placement scarcity is a longstanding issue that needs to be addressed. The paucity of placement options is a significant risk to
Oranga Tamariki. There does not appear to be a strategy or a plan to address the continuum of care needs. Kaimahi kōrero has
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been  persistent; the  absence  of  both  emergency  and  planned  placements  impacts  their  ability  to  make  quality  placement
decisions. Currently, the lack of suitable placement options is being shouldered by frontline kaimahi.
• Defining the core role of Oranga Tamariki social workers, and what they lead on that only Oranga Tamariki can lead.
• Progressing the workforce strategy is a significant area of work that requires attention. We understand the OCSW is leading this
work and look forward to an update in the next quarter.
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Overall, the Board acknowledges the leadership and commitment to strengthening social work practice over the last two years.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – SEP 2023
TOHU
ACTION
ASSURANCE SUMMARY
4.1
Build a framework that
The Board acknowledges the huge amount of work undertaken to implement the new practice approach across Oranga
incorporates the current
Tamariki, and notes the next implementation phase is near completion. The first evaluation of the approach is being
practice standards and the
reviewed and while it is unavailable to the Board currently, we look forward to an overview when it is completed.
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SWRB
competence standards into
The Board supports the readiness approach in working alongside regions to identify any supports required to meet regional
one place.
need. While supportive of the practice approach, the Board asserts Oranga Tamariki must not dismiss other bodies of
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knowledge that may compliment the practice approach and strengthen social work practice. The Board would like assurance
that the practice approach has been designed to be inclusive of the Pacific and Whaikaha strategies. While Oranga Tamariki
is working to implement and embed the practice approach, it would be advantageous for external parties particularly Police
and the judiciary, to understand the approach and the principles that underpin Oranga Tamariki’s work.
4.2
Set a clear direction to only  The Board supports the work undertaken to broaden the scope of monitoring beyond the use of s78s of pepī, to understand
use S78 Without Notice
current social work practice and areas that require strengthening.
Orders for tamariki when
there is clear evidence of
The Board was informed last quarter that the number of s78s without notice has stabilised, though recent analysis shows
solid engagement or
that there has been an increase. The benefit of monitoring has identified other themes that require investigation, for
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attempts at engagement
example, the increase since 2019 in other professionals making s78 without notice applications including Police, Lawyer for
with whānau, which leads to  Child, and Family Court judges. Although the sample for the recent analysis was limited, it suggests that where a s78
no workable safety plan
without notice application was made, it was the appropriate intervention.
being put in place.
It appears that the on-going focus and monitoring of the use of s78s regarding pepī has evidenced good practice
engagement with whānau, with evidence of greater trust being built. This assists the social worker to better understand
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whānau needs. This monitoring has provided information and knowledge that should strengthen practice. It is critical that
Quality, Practice and Experiences find mechanisms to share the knowledge with frontline kaimahi and support them to
integrate the learning into their day-to-day work.
FDP 4.2 is now complete in that the direction has been clearly set, however the Board expects that monitoring
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must continue, and that identified practice trends are used to inform both Oranga Tamariki kaimahi and external
stakeholders. The Board acknowledges the significant effort that has been invested into this work.
4.3
Working with the SWRB
The Board supports the advancement in working with the SWRB to introduce micro-credentialing for supervision and other
introduce micro-
specialist areas over the last several quarters. We support Oranga Tamariki’s approach to get several micro-credentials
credentialing for supervision  underway and then work to integrate the long-term learning opportunities across the organisation, including residences. The
and other specialist areas,
Board appreciates that this is a multi-year aspiration, and it encourages continued advancement. The working relationship
which recognises the skills
with SWRB continues to be strengthened and this is evidenced by a role with a focus on NZQA being co-located at SWRB
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and knowledge that are
one day a week.
required by supervisors and
other specialist roles.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – SEP 2023
TOHU
ACTION
ASSURANCE SUMMARY
4.4
Ensure the appropriate
The Board is aware of the workforce issues and the Rapid Residence Review being undertaken by Mike Bush.
application of MAPA and
STAR by instituting a
The Board was recently informed that, as at August 2023, Care and Protection residences have a total of nine Safety Intervention training
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revised restraint practice,
instructors. Unfortunately, the current data recording system does not report on kaimahi who have completed training versus kaimahi who
including more frequent
need to complete training. The Board finds this data collection gap frustrating. Notwithstanding the dif iculties with the collection of data,
training and
the Board strongly encourages leaders of the Care and Protection residences to ensure those who require training attend and complete
recertification.
this course.
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At the same briefing, the Board were informed that across Youth Justice residences, significant numbers of kaimahi stil  require STAR 2.0
training. There are now 16 instructors trained in STAR 2.0. The Board notes that Youth Justice leaders are working to increase the
numbers of these instructors.
The Board appreciates that Residences are facing staff shortages however, our position remains unchanged. This training is a priority. And
the Board encourages residential national and local leaders to look for opportunities for staff to engage in the 5-day training programme.
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4.5
Develop standard
The Board has welcomed the concerted focus, resource and development of the SOPs over the last quarter. The Board has been
operating procedures for
informed that most of the SOPs for Youth Justice residences have now been completed and that Care and Protection SOPs wil  follow
national consistency.
shortly. Once the SOPs are completed, the Board urges Oranga Tamariki to review the SOPs frequently to ensure these remain relevant
and current.
The Board understands that consideration is being given to introducing the SOPs and de-escalation training as part of the residence
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induction programme. This wil  assist in establishing a culture whereby a rights-based approach and child centred practice is promoted.
The work of the SOPs has generated a discussion on the need for a Code of Practice for residences. The Board would appreciate being
advised of the timeframe and progression of this work.
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4.6
Fundamental y shift how
The Board support continued progress of this action, including the National Contact Centre trialling a new regional teams’ model. This is
staff assess and action
reported to the Board as being successful. While the Board supports the benefits of this approach, we are unaware at this early stage of
reports of concern to
any mechanism being identified to monitor safety outcomes for tamariki and rangatahi. The Board is also unclear how information on
ensure safety and security  trends and practice learning is being collected, analysed and distributed to front line leaders and kaimahi to assist them in their decision
of tamariki and whānau
making. The Board would value an update regarding these matters over the next quarter.
based on best practice.
Concerning the most recent OCSW Practice Review, the Board notes that many practice policies and guidance have been strengthened.
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The Board is keen to understand how the front line wil  be supported to understand and embed these expectations.
The Board is aware that in some regions, community partners are supported to assist in the intake and assessment space (e.g. triaging,
responding to ROCs). We would like to better understand how this work aligns with this action, and whether the former action 3.3, to
‘Fundamental y shift how we assess and respond reports of concern with our partner agencies to ensure collaborative decision-making
and support at the earliest possible point’ is now incorporated within 4.6, as we understood was intended and therefore could expect
reporting on partnered approaches to ROCs in the next quarter, and if so, whether here or under the Enabling Communities theme.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – SEP 2023
TOHU
ACTION
ASSURANCE SUMMARY
4.8
Develop a three-month post-degree
The Board acknowledges that this action has been paused. The Board would value an update on any progress
professional practice course, partnering
made for our December assurance report to explore the possibility of tertiary providers developing a child
with tertiary providers, to develop a
protection paper within the Social Work undergraduate programme supported by a placement option.
statutory child protection component that
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would involve a paper and placement
within Oranga Tamariki.
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1.4
Strengthen the feedback and complaints
The Board was briefed on the progress made on the system model for integration of voices and the new
system so it is ‘fit-for-whānau’, and
resourcing for F24, during which we were advised of resources to support activities for the Whaikaha, Pacific
ensures that tamariki, rangatahi and their
and Takatāpui work programmes. The Board also was advised that the Manaaki Kōrero Steering Group has
whānau have their voices heard and have  now endorsed a 3-year programme of work. We look forward to hearing how this wil  translate into tangible
confidence in the process.
options for rangatahi and tamariki to voice their grievances.
Without visibility of the development of tangible options, the Board again raises our concern at the limited
methods available to tamariki and rangatahi to make a grievance while in a residence. This matter was raised
in the MAB Residential Review 2021, and has been repeated on subsequent occasions since. The Board
remains steadfast in its advocacy for this work to be undertaken with greater urgency.
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The Board advised Oranga Tamariki that some whānau have been contacting Board members directly with
their grievances due to what is perceived as an unresponsive service from the internal Oranga Tamariki
feedback and complaints service. The Board stresses that an approachable complaints system that serves
tamariki, whānau and communities and that provides timely responses is needed. We would also welcome
innovative thinking as to the types of advocacy options to consider in order to best serve whānau needs.
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2.1
Develop a Kaimahi Ora strategy for all
The Board is encouraged at progress made across the pilot sites of the Kaimahi Ora Strategy. It is reported
staf , supporting staff to have work life
that Youth Justice residences have been proactive in their engagement within the pilot programmes, and
balance and provide regular opportunity to  specific needs for local residences have been tailored. The Board understands that Care and Protection
debrief following traumatic events and
residences are yet to start the programme, however the Kaimahi Ora team wil  continue to be available for their
manage the cumulative impacts of their
uptake. We woul
Under d appreciate an update as to when the programmes wil start in Care & Protection residences.
work.
We look forward to an update for the next quarterly report on the evaluation of effectiveness of these
programmes and services.
The Board considers that the plan to expand these programmes and services across the other regions needs
to be considered and measured. A focus on local and regional needs is important, and input from front line
kaimahi and regional leaders wil  ensure the programme offering is refined and fit for purpose.
Released The Board looks forward to an update on the strategy in the next quarter and to understanding barriers that
may impede completion. Over the next quarter, the Board intend to seek feedback from the front line on the
visibility they have to this work.

IN-CONFIDENCE
SOCIAL WORK & PROFESSIONAL PRACTICE
TE KAHU ARIKI – SEP 2023
TOHU ACTION
ASSURANCE SUMMARY
2.3
Develop a model to inform
The Board continues to be satisfied with progress made with this action. We also understand there is a plan being developed to
allocation and resourcing
explore caseload complexity and its relationship to caseload numbers. For this, the OCSW has identified several measures to test
decisions at regional and
with a small number of frontline kaimahi. The Board encourages testing with a larger population of the front line to ensure
national level.
robustness before moving to implementation planned for 2024. In the next quarter, we would like to understand the
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interdependencies and alignments of this action, the forecast of how many registered social workers are needed to deliver
statutory core services, and the corresponding planning which underpins the workforce strategy.
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Regarding complex cases, the Board acknowledges that this work is multifaceted. Nevertheless, the Board once again stresses
how critical it is that the wider children’s system is responsive to complex cases and works alongside Oranga Tamariki to deliver
quality and sustainable services to tamariki, rangatahi and their whānau.
2.5(d)
Training, career progression
The Board acknowledges the continued progress of this action and reflects on the significant growth and development of action
pathways, leadership and
over the last 2 years. To ensure that induction and other training can have real impact, the Board encourages the organisation to
professional development
consider how it can best address the competing demands on kaimahi. The Board is aware that due to heavy workloads, kaimahi
and workforce planning.
can struggle to dedicate periods of time to attending training. It is important kaimahi can attend the training that wil  help them
undertake their roles, while being mindful that training alone is not a panacea for good quality practice, and that it is the
embedding of skil s and knowledge that wil  make a dif erence to tamariki and whānau. At this time, the Board does not know the
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effectiveness of training due to a lack visible evaluation, and we would value an update about this next quarter.
2.6
Invest in the capability of
The Board supports the continued progress made to shift social work practice. The focus on supporting regional readiness for the
leaders (especially frontline
practice approach is vital. For learning to be enduring, a responsive and timely support mechanism that kaimahi can use as they
leaders) to ensure shifts to
navigate the new Practice Approach is important in providing every opportunity for kaimahi to shift to the new Practice Approach.
practice and culture take
place that support a locally-
We continue to support investment in the capabi
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led, centrally-enabled way of  leaders attend induction/training soon after they start to enable them to start from a position of clear expectations of their role,
working and that support
function and the legislation. As stated in Action 2.5 (d) to ensure that inductions and training have a positive impact, the
tamariki and whānau to
organisation must continue considering how to address the competing demands of kaimahi, particularly managing their heavy
participate and be central in
workload.
decision making.
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The focus of the Board on Māori and Pacifica kaimahi remains unchanged from last quarter. The Board would value a high-level
overview of the evaluations of the Māori Leaders and the Makahiki Pacific Leadership programmes. We want to be able to have
confidence that these programmes are fit for purpose and have gone some way to support emerging Māori and Pacific leaders.
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Supervision Work
The Board acknowledges the significant work and progress that has been made by a small and dedicated team in the OCSW.
Programme
Generally, the evaluation findings of the trial of group supervision for supervisors was positive. The evaluation highlighted once
again that quality supervision must be valued and prioritised by Oranga Tamariki. It is the mechanism that should provide Te Riu
with assurance that social work decisions are both considered and underpinned by robust practice.
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The Board is aware that supervision has not always been prioritised by Oranga Tamariki leaders in the past. The Board strongly
advocates that supervision initiatives continue to be explored, tested, resourced and prioritised to achieve enduring change and
impact. We welcome future conversations on the development of a supervision strategy, including any barriers experienced
during the next quarter.

IN-CONFIDENCE
TE KAHU ARIKI – SEP 2023
ENABLING COMMUNITIES
Board high-level assurance summary across the Enabling Communities pou
The Board is pleased to see ongoing progress in partnering through prototypes, together with hearing evidence of some great work underway between some Treaty
partners and sites at the local level. In addition, we have seen evidence of a significant lift in the numbers of rangatahi being supported by the Transitions Support
Service. We acknowledge significant progress continues to be made in partnerships and with devolution.
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Despite this significant progress, we see a pressing need for greater clarity of the direction of partnership under the FDP. By partnership, we are specifically referring
under the Enabling Communities pou to partnerships with Māori collectives; to us this ultimately means Treaty partnerships. This is in line with our first overarching
recommendation of Te Kahu Aroha that ‘Collective Māori and community authority and responsibility must be strengthened and resourced to lead prevention of harm
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to tamariki and their whānau’.
We have been advised, however, that partnered responses that are not prototypes do not sit under Enabling Communities, as they are local initiatives that wil  need to
align with the development of the new operating model and its supporting investment strategy. While agreeing with the rationale that local partnerships need to be
enabled through the operating model and the resulting regional and community infrastructure confirmed or developed through that, together with the necessity for
clarity over the supporting investment strategy, we do not wish to see local y-led partnerships with Māori col ectives disaggregated from prototype partnerships with
Māori collectives.
We feel that both prototypes and partnered responses need to sit together under a broader strategic approach to achieving authentic Treaty-based partnerships. This
also reflects what we had understood was the intention with the creation of the Enabling Communities pou when the FDP was refreshed to be a more strategic
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approach earlier this year, and which we commented positively on last quarter. Through this refresh, we had understood Enabling Communities to subsume the initial
Theme 3 of the FDP, ‘Relationships, Partnering and Decision-Making’. If this is not the case, we therefore need clarity as soon as possible as to where Treaty
partnerships do sit under the FDP. Until we have that clarity, we will continue to include partnering under Enabling Communities and to approach Enabling Communities
as the lead partnership pou.
We received comprehensive briefings on Prototypes (action 3.5) and on the Transition Support Services (action 3.4) this quarter. However we received no briefings or
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updates on the other actions under the former theme 3 that Enabling Communities replaced, with actions 3.1- 3.3 and action 3.6 appearing to have dropped out of
reporting. We suspect that this reflects that it is not only the Board who are uncertain as to whether Enabling Communities is intended to be an encompassing pou or
only focused on the prototypes, and if so, where the other actions now sit and who should report on them.
We were however able to meet with five Māori collectives, including iwi and hapū groups, who are not prototype partners but are actively partnering with Oranga
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Tamariki, to hear about their progress and any chal enges they are facing. Key in the themes we heard through these conversations was that, though they have variable
experiences with their local Oranga Tamariki site and regions ranging from excel ent through to patchy, al  share concerns as to what resourcing will be provided into
the future to enable them to continue with their partnerships and to lead on prevention of harm, and they al  feel the absence of a strategy or a planned approach to
partnering. Currently these partnerships are dependent on the good wil  of the local site to share information and resourcing. While some sites are doing so
comprehensively, this could potentially be at the risk of the site’s own ability to undertake their core functions. This is because there is no funding pool ring-fenced to
support partnering by sites with Māori, and instead, the site’s budget needs to be stretched to cover if they chose to.
This reinforces the critical need for an investment strategy that gives certainty both to partners and to sites to that they can ensure the statutory social work Oranga
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Tamariki remains responsible for can be delivered to the highest standards possible. Partnered responses and statutory social work cannot be in a situation where they
are having to compete for funding and we are concerned that, outside of the prototypes, this risks being the reality currently.

IN-CONFIDENCE
ENABLING COMMUNITIES
TE KAHU ARIKI – SEP 2023
PROTOTYPES (3.5) – BOARD ASSURANCE FOR PROTOTYPE PARTNERS
Following hui with Ngāti Kahungunu and Waikato-Tainui last quarter to hear about the progress with their prototypes (as reported in our sixth quarterly report), the Board has this
quarter met with as many of the Prototype partners as possible to hear their views on progress and pace of change. While each Prototype partner is taking a unique approach and
setting their own pace and scope of mahi, we heard general comfort with the responsiveness of Oranga Tamariki to their aspirations. We also heard confidence in the opportunities
for genuine partnership, evidenced by Oranga Tamariki being willing to step back to let them lead in prevention and in other parts of the system that the innovative prototype
approach is unlocking.
While positive about the responsiveness from Oranga Tamariki and the potential for their prototypes to be transformative, there are some frustrations around the slowness of
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broader systemic change and the continued absence of other agencies in terms of meeting the needs of tamariki and their whānau so that they do not potential y need an Oranga
Tamariki intervention. We note that these concerns largely reflect challenges outside of Oranga Tamariki’s direct control, and will require further action at the broader systems level,
presumably led through OTAP governance, which we understand is provided through the Social Wel being Board. We hope that these concerns are being made clear to the Social
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Wellbeing Board so that they can be addressed, and would like to meet to discuss our concerns with them ourselves before our term ends.
We also heard some frustration at the absence of some other iwi or community partners from the rohe of the prototype partner to lean into the opportunity, despite being invited to
do so. Building on our comments in the summary slide above, we believe this reinforces the need for a dedicated approach to Treaty partnering. This should be under the Enabling
Communities Pou and in close alignment with both the Locally-Led Operating Model and a supporting Investment Strategy.
PROTOTYPES THE BOARD HAS BOARD NARRATIVE
ENGAGED WITH IN Q7 (3.5)
Te Kahu Oranga Whānau
Common themes we heard across the prototype partners included:
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Collective
• Strong relationship being built with the Prototypes team from Wel ington – the team is very responsive and supportive of prototype partner
aspirations. We were told that, in terms of relations with Oranga Tamariki at least at the national level, ‘It’s the best it’s ever been now – much
better than before. Our relationship has come a long way in the last 3 years. But there is stil much further to go’.
• While the scale and pace of mahi is picking up through the prototypes, the broader system beyond Oranga Tamariki across is not in
Tai Timu Tai Pari Collective
alignment and is working at dif erent speeds and with agencies sometimes working in dif erent directions. Partners want a coherent approach
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to partnering across the system. As one put it: ‘Enabling Communities approach needs to be much bigger, across all the right agencies
together’
• More coherence within Oranga Tamariki is also needed, so that the internal Oranga Tamariki system is all working together to deliver the
Enabling Communities Pou – some parts of Oranga Tamariki continue to take a transactional approach, eg to resourcing, and prioritise
Te Runanga-Ā-Iwi-Ō-Ngāpuhi
organisation risk over partnered working. ‘They need to trust that we can do a better job than the state has been able to do over the last
decades’. There needs to be more general wil ingness within Oranga Tamariki to let go of having to be in control. ‘We demand better for our
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tamariki. We have to lead this for ourselves, not just do the work of others, including of Oranga Tamariki’.
• Prototype partners are all excited and ambitious for the opportunity that the prototypes present, not just to take on parts of the system but to
deal with the underlying issues that cause tamariki Māori to come into Crown care or YJ. To partners, this includes having been inadequately
Ngā Maata Waka
served by every arm of the state that whānau deal with, as well as addressing the fundamental reasons for intergenerational harm. ‘Bottom
line is if we want to stop our kids coming into care and before the courts, we have to support the parents with what they need – all of the
above and more’.
• There was a shared view that Oranga Tamariki is not best placed to deal with whānau and address their multi-layered needs, as Oranga
Tamariki is not and should not be the experts on whānau. Reflective of what we stated in Te Kahu Aroha, prototype partners stressed to us
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Ngāi Tahu - Whānau as First
that that’s for Māori collectives to lead on.
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• We were also told that this is for Māori collectives to take lead accountability for – not just a share of the resourcing and parts of the system
that can be transferred under the legislation now (eg S396), but accountability for outcomes for their tamariki and whānau. ‘We are asking for
our responsibility back, as well as the resourcing to make it successful’.

IN-CONFIDENCE
BOARD ASSURANCE FOR PARTNERED RESPONSES
While we heard of some strong partnerships between Oranga Tamariki sites and trusts, rūnanga or other kaupapa Māori organisations at the local level that are making a real
difference in improving outcomes for tamariki and whānau and reducing the need for them to have an escalated response by the state, there is less clarity about the status
and future certainty for partnered responses. This largely reflects that, unlike the prototypes, partnered responses are bespoke arrangements at the site or regional level, do
not have ring-fenced funding as the prototype partners do, and are largely dependent on the wil ingness of site leadership to partner in the first place.
We heard from some partners that they have a building or already very strongly established relationship with their local site and are happy with the level of support they
receive from their site, though concerns were also expressed at the impact this could have on the site itself, considering the site is not funded to partner but has to work out
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how to stretch their budget and capacity to enable the space for partners to lead. We heard from one however that their experience of support from the local site was less
consistently positive, though there were positive relationships with some within that site regardless.
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This reflects that currently the ability and capacity to partner is dependent on site and regional leadership and their priorities and pressures. As we have noted in previous
quarterly reports, sites need clarity first they are expected to partner, and secondly on how they develop and sustain effective and enabling partnerships with those who are
best placed to take the lead on prevention of harm to tamariki.
• Partnerships with their local sites are general y showing good progress, even if some were slow to start; across the five partners the status of their
From the five
relationship currently ranged from excellent to patchy.
partners we met with  • Strength of commitment by individual Oranga Tamariki sites and regional leaders can enable strong relationships, but these are vulnerable to
over recent weeks
changes in that leadership; partnership needs to be more systemised and methodical, so it is not so left to chance.
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(Ngāti Toa; Whakatū
• Al  are ambitious for leading on prevention of harm and a reduction of tamariki needing to come into care as well as being able to support tamariki
Marae; Waihopai
and rangatahi exit care; this includes through utilisation of their extensive networks.
Hauora, Te Rūnaka ō  • Al  are committed to working in partnership with Oranga Tamariki. and recognise that Oranga Tamariki has statutory duties that need to be
Waihopai; Awarua
fulfil ed. This is within the context that partnership requires trust and enabling relationships, for which two partners noted that they do not feel their
Whānau Services;
local site trusts their ability to lead yet.
and Ngā Kete
• A contractual approach from Oranga Tamariki is constraining trust in some areas of the relationship and does not readily enable Treaty partners,
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Mātauranga
as it reinforces a power imbalance. Not all sites are as willing to redress this power imbalance – sites need to enable partners to lead where they
Pounamu Charitable
are best placed to, particularly in prevention.
Trust), we heard that: • There is concern by partners for the ability of some sites to manage their statutory workload while also supporting partnership. Partners want
more certainty for sites to be able to partner while fulfil ing their statutory functions, so that outcomes for tamariki are not affected.
• Tamariki whaikaha need more support from across the system; this should be based on understanding their individual needs. But there is an 8-12
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month wait for Gateway Assessments, with longer delays on responses to the assessments. Partners need security of funding so that they can
grow their capacity to support the needs of tamariki, rangatahi and whānau they work with.
• The voice of rangatahi needs to be amplified; to enable this, sites should enable partners to lead more directly in supporting rangatahi in working
to their priorities.
• There is a need for partners to be able to access Oranga Tamariki training and development so that capacity of both the partner and Oranga
Tamariki can grow together.
• Partners need clear communications and information flows from Oranga Tamariki, so they can be taking evidence-based decisions for the
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tamariki and whānau they serve.
• All stressed the need for secure funding, so that they can plan and recruit to be able to maintain and grow their ability and capacity to support
tamariki and whānau and prevent future harm.

IN-CONFIDENCE
ENABLING COMMUNITIES
TE KAHU ARIKI – SEP 2023
TRANSITION SUPPORT SERVICES (TSS) (3.4) – BOARD NARRATIVE
The Board received a comprehensive briefing on progress in growing outreach by the Transitions Support Service (TSS). We were also provided with the results of a four-year
longitudinal evaluation of the service. The Board is pleased to see a strong evidence base in place for TSS to support continuous improvement in delivering an effective service
into the future.
The briefing and evaluation show that the number of rangatahi being referred to and choosing to take up transitions support is increasing. This is in part due to a proactive
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approach being taken by TSS in educating kaimahi in what the service can offer, and in encouraging kaimahi to trigger referrals through to it. For example, mandatory weekly
reports are now required in Service Delivery to highlight rangatahi who, at 17.5 years of age have not yet been referred to the service so that they can be prioritised for referral.
TSS referral and uptake rates are also now included in Whiti, which also ensures greater visibility as to who has not yet been referred. This proactive approach has resulted in a
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lift in referrals after what is described as a period of plateaued progress.
Moreover, a high proportion of rangatahi receiving transition support report that it is helping them, whether a little or a lot, while a high proportion of rangatahi accessing the
dedicated transitions helpline also report that this is proving helpful, and including when they are not otherwise able to access information or meet with their social worker. At
the same time, the evidence shows that many rangatahi are not feeling adequately supported as they age towards exit from care, with a number reporting they have not seen
their social worker for some while to help plan their exit or refer them to services. The Board is conscious of a range of reasons why TSS uptake may remain below full potential.
We believe that the heavy workloads that many social workers bear can prevent them from prioritising older cohorts of rangatahi, who are considered less vulnerable then
younger tamariki. We are also mindful that even when referrals are made, rangatahi may chose not to engage of their own volition. However Oranga Tamariki has obligations to
rangatahi in care, and if social worker capacity impacts this, or if rangatahi are not being made aware of the support available (including the flexibility that is offered through the
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TSS), this needs to be resourced through additional capacity to support rangatahi exiting care. TSS notes that this is most achievable through supporting more partners to lead
in understanding and responding to the individual needs of rangatahi as they transition from care to adulthood.
The majority of existing transition services are delivered by partners, with 91% of transitions spend going through partners. The Board agrees with the aspirations expressed by
the TSS to continue supporting partners in hearing the voice of rangatahi, understanding their needs and developing the most appropriate responses to these. This particularly
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needs to include meeting the needs of rangatahi whaikaha so that they can experience positive transitions out of care and into adulthood. Rangatahi are our future and valuable
members of their whānau, hapū, iwi and broader communities. Many are likely to become parents themselves before long. Ensuring they are wel supported and with access to
helpful and supportive networks offers a valuable opportunity to build the capacity of future generations to not only be self-determining but to overcome and avoid further
intergenerational trauma. This specifically requires the hinengaro and wellbeing of rangatahi to be prioritised, including that they know who they belong to. Care must be
particularly taken if their hinengaro and sense of wel being has been damaged through disconnection from whānau and whakapapa, or trauma resulting from their experiences
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coming into and remaining in care.
Finally, we wish to stress that the longitudinal study of the TSS reinforces to us the value of Oranga Tamariki investing in evaluation from the initiation of programmes, so that
progress and chal enges can be readily identified and acted on to ensure continuous improvement and effective delivery. This reinforces the Board’s view of the value of greater
investment across Oranga Tamariki in evaluation of effectiveness of its work as a whole, aligned with clear outcomes and objectives to help measure progress against.
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LOCALLY-LED OPERATING MODEL
Board high-level assurance summary
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The Board has been briefed on the status of the development of the new operating model, and from this understands that some
strong themes emerged from the feedback received in response to the recent discussion document on potential options for
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direction of the new operating model. We are told that general themes received in the feedback included broad support for
moving to one regional lead with a common set of regional boundaries. Additional y, there was feedback highlighting the need for
a shift in National Office Service Delivery and enabling functions to better support the regions.
We have recently been advised that the immediate plans for further consultation on options for the new model have been paused,
to take the time to enable the most solid foundations possible for the shift, and as the Oranga Tamariki Chief Executive wishes to
consider this work as part of the total picture for change that Oranga Tamariki has underway. The Board is mindful that there is
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significant complexity in developing and finalising the new model, and we offer our support to Oranga Tamariki to work through
these complexities over the remainder of our term.
As we have previously stated, and as noted in our comments on Enabling Communities above, once it is finalised, the new
operating model wil need a robust investment strategy in place to suppor
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rangatahi and their whānau.
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WORKFORCE STRATEGY
Board high-level assurance summary
The  Board  understands  that  the  workforce  strategy  is  currently  in  the  initial  stages  of  its  reset  from  the  previous  quarter.  The
Board has not been updated on any work that has been undertaken over the current quarter. 1982
Both the Board and Oranga Tamariki understand that a workforce strategy is a vital foundation in assisting the organisation to
achieve its transformation outcomes.
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Again, the Board reiterates that, in order for Oranga Tamariki to have a fit for purpose workforce, the organisation must be clear
on its value proposition. Without this clarity, it is difficult to understand how this work can progress adequately.
The Board would appreciate a briefing for the next quarter on the progression and positioning of this work.
ACTION
ASSURANCE SUMMARY Information
2.5
In the last quarter, the Board supported the refresh of the Workforce Strategy. From recent
Develop a workforce strategy that wil  support
engagements, the Board understands that the strategy is now being led by the OCSW and is in
high-quality social work
initial stages of development, with forecast completion for June 2024.
The Board welcomes an opportunity to engage next quarter to understand how this strategy is
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progressing and ascertain initial thinking in the development of the workforce strategy. The Board
reiterates that a public safety lens must be front and centre in this work particularly, when
considering an al ied workforce.
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2.5(a)
The Board requires an update on Oranga Tamariki 's work to define its core role. Without this, we
Clarifying the role of Oranga Tamariki social
are unsure whether work can progress to clarify the role of an Oranga Tamariki social worker.
workers, and other professionals
Notwithstanding this dilemma, the Board understands from the briefing received on this action that
work is progressing to clarify the role of an Oranga Tamariki social worker. As the work progresses,
gaining clarity on the functions only Oranga Tamariki social workers should undertake wil  assist in
the development of an Oranga Tamariki al ied paraprofessional workforce. It wil  also assist in
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training needed to underpin their work. The Board welcomes further engagement on this complex
matter over the next quarter.

IN-CONFIDENCE
TE KAHU ARIKI – SEP 2023
DIGITAL ENABLERS
Board high-level assurance summary
The Board continues to be pleased with progress on the work to replace CYRAS. We have been adv
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case has been approved by Cabinet, and that the Treasury Gateway Review returned a Green/Amber rating.
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The  Board  understands  that  work  is  now  underway  to  build  the  project  team  capability  and  prepare  a  procurement  plan
for vendors to support the programme. We have been advised that the programme is being socialised with kaimahi to ensure
they know what it will mean for them. The Board looks forward to a further update in the next quarter.
In comparison, the project to replace the Data Warehouse Platform from the old MSD platform to a new one  managed by
Oranga Tamariki does not seem to be progressing as wel  as expected. The Board understands that due to non-delivery by the
incumbent  implementation  partner,  Oranga  Tamariki  is  now  going  through  a  further  procurement  process  to  find  a  new
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vendor.
This project is critical for making data and information available to kaimahi to inform decision-making. We hope to hear that
more progress has been possible in the next quarter.
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Eighth and ﬁnal Assurance Report on the
Future Direction Plan
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from the Oranga Tamariki
Ministerial Advisory Board to the Act
Minister for Children

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This report sets out the Board’s assurance and advice on:
•  Progress  by  Oranga Tamariki  with  implementing  the
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Future Direction Plan and towards achieving Te Kahu
Aroha.
•  The  priorities  that  the  Board  considers  Oranga
Tamariki  should
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months and years.

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Introduction to Board’s eighth assurance report
1)  The purpose of this paper is to provide the Minister for Children, Hon Karen Chhour, with
the Board’s eighth and ﬁnal assurance report. It is also to outline our advice as the Oranga
Tamariki Ministerial Advisory Board as to what the priorities for Oranga Tamariki should
be over the coming months and years.

Structure of this report
2)  We start this paper by setting out the context for the establishment of our Board. This is
fol owed by a summary of the overarching recommendations we made in our report Te
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Kahu Aroha. We  set  out  the  response  to Te Kahu  Aroha from the  Minister  and  Oranga
Tamariki, and we then outline the two addendum reports to Te Kahu Aroha we undertook
at the Minister’s request. These were ﬁrstly a Review of Residences completed in October
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2021, fol owed in August 2022 by our Te Kahu Aroha: addendum report on quality support
and  service  outcomes  for  tamariki  and  rangatahi  whaikaha,  their  whānau,  parents  and
caregivers.1

3)  In the second part of our report, we summarise the assurance we have been able to provide
over the last two years, with a particular focus on each of the two core pou of the Future
Direction  Plan.  These  are  Enabling  Communities,  and  Social  Work  and  Professional
Practice. For both, we have seen some promising progress in areas that we believe needs
to be continued with sustained commitment, as wel  as some gaps in focus that need to
be bridged. Both sustained and additional effort are required for the ful  impact of the last
two year’s implementation of the Future Direction Plan and these two pou in particular to
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be realised in the near term, and to ensure the investment already made is not risked.

4)  We ﬁnish this report with a section that sets out the Board’s advice on the critical areas
we believe the Minister and Oranga Tamariki wil  need to focus on in the coming months
and years. These are the priority areas we believe are necessary to build positive change
and  improve  outcomes  for  tamariki,  rangatahi  and  their  whānau  -  and  thereby  support
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better outcomes for New Zealand, since the safety and wel being of our tamariki is critical
to our collective future prosperity.

Establishment of the Oranga Tamariki Ministerial Advisory Board
5)  On  taking  up  appointment  as  Minister  for  Children,  Hon  Kelvin  Davis  did  not  have
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conﬁdence that Oranga Tamariki was focused on the right things at the right times to make
the biggest positive difference for tamariki and their whānau. He therefore established the
Oranga  Tamariki  Ministerial  Advisory  Board  in  early  2021,  to  provide  him  with  direct,
independent advice on whether Oranga Tamariki was focusing where and when it needed
to.
6)  The initial Board members comprised Matthew Tukaki, Chair, as wel  as Tā Mark Solomon,
Dame Naida Glavish and Shannon Pakura. Ruth Jones, Alfred Filipaina and Mana Wil iams
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1 Over the last two years, the Board has also provided regular updates within our assurance reports as
to progress on recommendations in our Residences and Whaikaha reports, as well as provided a
speciﬁc update on progress with Residences actions in August 2022. In our Quarter 4 assurance
report, we engaged broadly with a range of Māori and Paciﬁc kaimahi to inform our advice one year
on in our assurance reporting role. We also undertook a speciﬁc review of the status of Family Group
Conferences for the Oranga Tamariki Chief Executive, which we provided to him in April 2023.
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Eade  joined  the  Board  in  December  2021,  as  the  Minister  felt  he  also  needed  speciﬁc
advice  as  to  options  for  improving  outcomes  for  tamariki  whaikaha/  children  with
disabilities,  for  tamariki  of  Paciﬁc  descent,  and  for  ensuring  voices  of  rangatahi  –
particularly care-experienced rangatahi as Mr Wil iams Eade was – were actively being
sought and listened to. In early 2022, Mr Tukaki resigned his Board position, and Tā Mark
replaced him as Chair, and in early 2023, Mr Wil iams Eade resigned his Board position for
permanent full-time employment opportunities.

7)  The Terms of Reference the Minister set for the Board’s work are attached as appendix
one. These requested that we provide him with independent assurance and advice across
three areas of Oranga Tamariki:
1.  relationships with families, whānau, hapū, iwi, and Māori;
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2.  professional social work practice; and
3.  organisational culture.

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8)  In response, we were unable to provide assurance that Oranga Tamariki was on track in
any of these three areas, and accordingly provided a range of advice as to what needed to
be done about this. Both the level of assurance we could provide and our advice for what
to do about it is set out in our report Te Kahu Aroha (provided with our Aide Memoire of 6
December 2023).

Te Kahu Aroha

9)  In early July 2021, the Board gave our report Hipokingia ki te Kahu Aroha, Hipokingia katoa;
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Embrace with the Cloak of Love, Embrace al  Within It to the Minister. We like our report to
be referred to as Te Kahu Aroha as this means ‘the cloak of love’. We believe this neatly
summarises the essence of our report and our purpose in supporting both the State and
Māori col ectives and communities to enable al  tamariki and rangatahi to be cloaked with
the protective love and care they need.

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10) Te  Kahu  Aroha  stresses  three  overarching  themes,  through  28  individual
recommendations. The  three  core  themes  of Te Kahu  Aroha  are:  1)  the  importance  of
prevention  of  harm  from  occurring  in  the  ﬁrst  place  through  enabling  iwi,  Māori  and
communities to lead for their mokopuna and whānau; 2) supporting statutory social work
and the work of Oranga Tamariki’s frontline to be as effective as possible in improving
outcomes  for  tamariki,  rangatahi  and  their  whānau;  and  3)  improving  organisational
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culture, including by ensuring relationships of trust and collaboration across the system.
We also stressed the need for a cohesive data capture and management system, so that
the work of Oranga Tamariki is increasingly evidence-based.

11) Our  recommendations  in Te  Kahu  Aroha  and  in  our  reports  since  have  been  al   about
ensuring safety and wel being of tamariki and rangatahi.  We said then that ‘we see a need
to relentlessly focus the direction of Oranga Tamariki onto improving outcomes for tamariki
and their whānau, and to enabling those capable of delivering this outcome most effectively
to get on with the chal enge’.2 We make this point and the same recommendations within
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Te Kahu Aroha again now. Our recommendations have always been focused on the needs
of tamariki and rangatahi, not on what suits government best. There remains a critical
need to focus the system on accepting shared accountability for supporting the prevention
of harm and responding to and addressing needs where harm has occurred.

2 Te Kahu Aroha, page 8.
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Our speciﬁc areas of recommendation within Te Kahu Aroha

12) Our ﬁrst overarching recommendation of Te Kahu Aroha was focused on trying to prevent
harm  to  tamariki  as  the  ﬁrst  priority  and  focus  of  collective  effort. This  is  particularly
needed  through  strengthening  the  role  of  Māori  col ectives  and  communities  to  lead
prevention of harm to their tamariki and rangatahi.

13) We said in Te Kahu Aroha that, ‘In order to lead prevention of harm to tamariki and their
whānau, col ective Māori and community responsibility and authority must be strengthened
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and restored’. We stated our belief that the Oranga Tamariki’s role is to support Māori and
community leadership of prevention of harm, but that there was no coordinated strategy
for how Oranga Tamariki partnered with Māori and communities to enable this shift to
prevention. We said that a strategy was urgently needed. Through our assurance since, we
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have repeated this cal , together with the equal y pressing need for an investment strategy
to support partnering and enable certainty of investment in capacity and capability of al .
While commitment to development of both strategies has been regularly voiced by Oranga
Tamariki  to  us,  we  are  yet  to  see  either  strategy  actual y  articulated,  in  place  and
committed to.

14) The goal of al  New Zealanders should be that our tamariki are not harmed in the ﬁrst
place, not just receive effective service from a government agency once they have been.
We think this is a given, and should not be seen as a political position. We believe keeping
tamariki safe is a goal shared by al  communities in New Zealand.  Even once we are no
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longer  the  Oranga  Tamariki  Ministerial  Advisory  Board,  we  wil   continue  to  push  for
leadership on prevention of harm to tamariki in our future endeavours as individuals, as
well  as  through  our  extensive  networks.  New  Zealand’s  future  prosperity  is  closely
dependent on al  our tamariki being safe and nurtured. This must remain the outcome we
al  work tirelessly towards.

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15) Until prevention of harm is achieved, however, our second overarching recommendation
remains equal y current. This is focused on ensuring that those children who are brought
to the attention of the state as at risk of harm, are safe and provided with the best practice
of care and support possible. This includes through enabling and expanding the leadership
and professionalism of social work and of the broader social sector workforce, as wel  as
lifting the standards of training, induction and supervision.
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16) Our  second  overarching  recommendation  was  therefore  that:  ‘In order to work
col aboratively with Māori, community organisations and other government agencies, the
purpose of Oranga Tamariki must be clariﬁed. This includes clarifying who Oranga Tamariki
primarily exists to serve, what areas of service delivery and support are  for  Māori  and
community to lead, and where the responsibility of other government agencies must be to
support improved outcomes for tamariki and their whānau.’3

17) We continued that, with strategies for partnering and investment in place as recommended
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under our ﬁrst overarching recommendation, ‘the primary role for Oranga Tamariki social
workers can then be to respond to emergency situations and navigate tamariki and whānau
to immediate help in order to secure their safety and protection’.4

3 Te Kahu Aroha, page 10.
4 Te Kahu Aroha, page 9.
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18) We believe that devolution of adequate resources, authority and accountability to Māori
and community would al ow Oranga Tamariki to primarily focus on responding to urgent
care  and  protection  or  risk  situations  where  tamariki,  rangatahi  and  whānau  require
immediate support to ensure their safety. Enabling Māori col ectives and communities to
take over a signiﬁcant portion of the broad range of services currently provided by Oranga
Tamariki as the lead agency for al  tamariki and rangatahi, would free up the Ministry to
clarify what its core role as a child and young people’s safety and protection agency is, and
focus on delivering that better.

19) More speciﬁcal y, in terms of our recommendations on statutory social work as a core
responsibility  of  Oranga  Tamariki,  we  found  that  social  worker  capacity  is  often  very
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stretched. Many frontline social workers bear large workloads which inhibit them from
meaningful y dedicating suﬃcient time with each child that comes to the attention of the
state.  Further  to  this,  even  where  social  workers  can  deliver  their  service,  limitations
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remain where other agencies underdeliver, so a circular problem presents itself.

20) Oranga  Tamariki  routinely  has  to  take  responsibility  for  a  large  range  of  services  and
supports  that  are  outside  of  care  and  protection  and  immediate  risks  to  tamariki  and
rangatahi, to ensure further risks do not escalate for a child and their whānau. But as we
said in Te Kahu Aroha, Oranga Tamariki social workers can be ‘isolated and need other
agencies to work with them more proactively, in order to address the risk of harm to tamariki
and their whānau… [therefore] a workforce plan is needed’.5

21) At  the  same  time,  we  found  that  Oranga  Tamariki  social  workers  were  not  routinely
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receiving  the  induction  and  professional  development  they  need  to  undertake  their
chal enging  roles,  and  that  supervision  was  irregular  at  best.  Moreover, we  heard  from
many,  and  observed  ourselves,  that  the  professional  voice  of  social  work  had become
muted and needed to be signiﬁcantly strengthened within Oranga Tamariki. This is needed
as, while we ultimately want harm to be prevented to tamariki in the ﬁrst place, until that
has  been  achieved  there  remains  a  pressing  need  for  Oranga Tamariki. Tamariki  need
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social workers to be well trained and to receive regular, professional supervision so that
they can deliver quality social work. As we said in Te Kahu Aroha:

‘The contributions of Oranga Tamariki staff, particularly social workers and other
frontline  staff,  must  be  better  supported  and  valued.  This  should  also  help
improve the wellbeing of frontline  staff,  which  we  have  some  signiﬁcant
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concerns about, and should assist in re-establishing  the  conﬁdence  of  social
workers as professionals within Oranga Tamariki, conﬁdent that the leadership
from national oﬃce is focused on supporting their work’.6

22) We continued that:

‘In addition to the already well-traversed challenges of Oranga Tamariki, we have
identiﬁed  the  ambiguity  of  Oranga  Tamariki’s  primary  purpose  and  how  that
translates to clarity of functions as a signiﬁcant issues’.7
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23) We said in Te Kahu Aroha that a range of improvements were needed to address the lack
of a coherent system and the need for a more committed, strategic direction. First, there

5 Te Kahu Aroha, page 11
6 Te Kahu Aroha, page 31
7 Te Kahu Aroha, page 31.
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needs to be much greater clarity about who Oranga Tamariki primarily serves – is it al
children, as their name implies, or is it primarily those children and rangatahi with concerns
as  to  their  care  and  protection  and  who  may  be  facing  immediate  risks?  It  is  vital y
important this is clariﬁed, as Oranga Tamariki cannot succeed if it is expected to deliver
services and supports to al  children in New Zealand.

24) We also identiﬁed that a signiﬁcant lift in shared cross-agency accountability for children
is  urgently  needed,  as  currently  many  of  the  needs  of  children  and  young  people  go
unaddressed, especial y if there are not immediate care and protection concerns. Without
cross-agency support, social workers wil  continue to be left high and dry by the system,
and as a result wil  struggle to meet both the care and protection and more general needs
of children and young people.
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25) Shared cross agency accountability is also needed to match the shift to a prevention focus
led by Māori col ectives and communities. Otherwise, Māori col ectives and communities
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wil  be similarly set up to fail as Oranga Tamariki has been.

26) We identiﬁed secondly that social workers needed more capacity and support to be able
to undertake their chal enging jobs, better training, induction and supervision, as well as
needing to be supported by a workforce strategy for the sector so that the right capacity
was being built in the right places, and to reduce caseload pressures on social workers.

27) In response to our third term of reference with regard to organisational culture, we found
that Oranga Tamariki is vulnerable to shifting head winds because it is unanchored, lacking
both strategic direction and internal accountability.
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28) We said:

‘despite best efforts, the anchor points for current systems within Oranga Tamariki are
weak,  disconnected,  and  unﬁt  for  the  population  is  services. The  organisation  lacks
strategic direction and is not visionary. It is self-centred and constantly looks to itself for
answers. There is no workforce strategy being implemented, nor is there a strategy to
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partner with Māori and the community. It is an agency that is vulnerable to being blown
off course by the headwinds it inevitably encounters over time.’8

29) Some of this is outside of the control of Oranga Tamariki, as the broader government’s
children’s  system  has  not  been  set  up  with  a  focus  on  supporting  Oranga Tamariki  to
succeed. Much  of  Oranga  Tamariki’s  capacity  to  successful y  deliver  for  tamariki  is
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dependent on other Crown agencies accepting that they must provide support to the same
tamariki to meet their broader needs, or their whānau stresses may well escalate to care
and protection concerns.

30) Some of Oranga Tamariki’s vulnerability is, however, within its own control to take charge
in  addressing. This  is  particularly  with  regard  to  ensuring  that  it  sets  a  clear  strategic
direction,  communicates  this  effectively  across  the  organisation,  and  knows  what  it  is
accountable for regardless of whether other agencies are fulﬁl ing their responsibilities.
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What we observed was a general lack of strategic direction within Oranga Tamariki, with
no or inadequate outcomes frameworks in place to help guide it and keep the agency on
course. We therefore recommended an outcomes framework should be developed as a
priority, so Oranga Tamariki has more self-control over its long-term transformation. This
would help Oranga Tamariki shift from functioning reactively (both in terms of responding

8 Te Kahu Aroha, page 17
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to child harm cases, and in what it is responsible for delivering versus supporting others
to deliver), and instead operate proactively.

31) Another signiﬁcant factor is Oranga Tamariki’s inability to anchor itself whilst repeatedly
being  subjected  to  reviews  about  its  capacity  and  performance.  While  many  of  these
reviews have been helpful, we believe that little new is to be identiﬁed and it is past time
to let Oranga Tamariki settle into its lead role of care, protection and well-being for tamariki
and rangatahi at risk of harm or of offending. Even with this clarity of focus, the reality is
that  child  safety,  protection  and  harm  reduction  work  is  fundamental y  hard.  Oranga
Tamariki is left on its own to respond and address child protection and harm reduction
chal enges. Oranga Tamariki is inherently reliant on what the community and other Crown
agencies report to it, and so is in a reactive position from the beginning. It relies on having
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the  capacity  to  make  quick,  accurate  assessments  based  on  the  often-contradictory
fragments of information and having the right resources in place to action a response.

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32) When it has not had this ability, and children have not been appropriately protected, Oranga
Tamariki  usual y  bears  the  blame  on  its  own,  despite  being  part  of  a  broader  child
protection system with shared responsibilities across a number of agencies. We note, for
example, that the review by Dame Karen Poutasi into the effectiveness of the system in
the case of Malachi Subecz, identiﬁed gaps across the children’s system and certainly not
only within Oranga Tamariki. Dame Karen found that there is no shared agreed deﬁnition
of who and what the children’s sector and system includes. This gap, she argued, leads to
signiﬁcant  potential  for  ambiguity  and  lack  of  certainty  about  who  bears  what
responsibilities within the system. In particular, we note ﬁndings 11 and 12 of Dame Karen:

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•  ‘The agencies that make up the formal Government’s children’s system should be
speciﬁcal y deﬁned in legislation’.
•  ‘These  agencies  should  have  a  speciﬁc  responsibility  included  in  their  founding
legislation to make clear that they share responsibility for checking the safety of
children’.9

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33) Tel ingly, even having cal ed this out speciﬁcal y, the other agencies were largely missing
from being seen to take responsibility, leading the focus of the media and public’s reaction
to Dame Karen’s report to Oranga Tamariki alone. We note this example not to excuse
Oranga Tamariki from addressing al  practice shortcomings as these must be bridged as
quickly as possible, but to il ustrate that Oranga Tamariki has been repeatedly forced to
expend extensive resource trying to address gaps across the system that are not within
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its control. Instead, it should be required and enabled to focus on improving practice and
being the best child and young person’s protection and harm reduction agency it can be.

34) Oranga Tamariki needs ongoing help to continuously improve how it delivers for tamariki
and  rangatahi.  This  includes  ongoing  guidance  as  to  how  to  successful y  devolve
prevention to partners in order that tamariki are ever safer from harm being perpetrated
against them in the ﬁrst place, and so that Oranga Tamariki knows its appropriate place
within  the  system. We  stated  in  Te  Kahu  Aroha  that  an  independent  assurance  and
governance mechanism is needed to guide Oranga Tamariki to stability and delivery. We
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recommended a process be undertaken for the establishment of a permanent governance
and assurance function, which we suggested should be through a governance board, to

9 ‘Ensuring strong and effective safety nets to prevent abuse of children’ Report by Dame Karen
Poutasi, Joint Review into the Children’s Sector: Identiﬁcation and response to suspected abuse 23
November 2022, pages 15 and 48.
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help build stronger organisational culture and to help guide Oranga Tamariki through the
inevitable  chal enges  of  child  protection  and  broader  state  intervention  in  the  lives  of
tamariki and their whānau.

35) We remain of the view that an independent assurance and governance function is critical
to  ensuring  sustained,  meaningful  and  well-utilised  investment  in  the  government’s
leadership  role  in  child  protection  and  safety  and  the  mitigation  of  immediate  risks  to
young people. It is also crucial in staying the course to achieving long-term prevention of
harm  to  tamariki  and  within  their  whānau.  We  do  not  resile  from  recommending  that
permanent  assurance  and  governance  functions,  supported  by  a  long-term  outcomes
framework, remains inherently necessary if we are to be able to col ectively stay the course
to ensuring the safety of children, for their sake and the sake of a safe and thriving future
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New Zealand.

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The government’s response to Te Kahu Aroha
36) Al  of our recommendations in Te Kahu Aroha were accepted by the Minister and Cabinet.
In  publicly  releasing Te  Kahu  Aroha,  Cabinet  also  released  the  Oranga Tamariki  Future
Direction Plan, which Cabinet had accepted as the response by Oranga Tamariki to Te Kahu
Aroha to address the main areas of our recommendations and to drive momentum. Since
January 2022, we have provided the Minister with ongoing quarterly assurance reports
outlining  the  organisation’s  progress  with  the  Future  Direction  Plan,  and  towards  the
outcomes set in Te Kahu Aroha.

37) We note that the Future Direction Plan (‘the Plan’)10 was developed in response to Te Kahu
Aroha, however we had not seen the Plan prior to its public release. While the Plan set out
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a range of necessary activities and actions, we did not believe it to be particularly closely-
aligned to Te Kahu Aroha. It had clear focuses on partnering with Māori and communities,
and in strengthening social work, but did not include any response to our assurance and
governance  recommendations,  nor  did  it  cover  the  roles  and  responsibilities  of  other
agencies or clarifying the purpose of Oranga Tamariki. It was also largely silent on our
recommendations for a more strategic direction, including development of strategies to
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partner,  and  for  investment,  and  for  an  outcomes  approach  to  guide  long  term
transformation.

38) Before we set out a summary of our approach to providing assurance to the Minister over
the last two years, we note that, soon after we completed Te Kahu Aroha, the Minister also
asked us to review Oranga Tamariki Care and Protection and Youth Justice Residences.
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This  was  to  check  what  assurance  we  could  provide  him  on  whether  they  were  ﬁt  for
purpose and providing a safe and effective environment for young people with high needs
to be supported. We reported to the Minister with our ﬁndings in October 2021. We also
fol owed  up  Te  Kahu  Aroha  with  a  further  addendum  report,  focused  on  improving
outcomes for tamariki whaikaha in the Oranga Tamariki system, in August 2022.

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10 OT-Future-Direction-Action-Plan.pdf (orangatamariki.govt.nz)
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Our Addendum reports to Te Kahu Aroha

Overview of the Residence Report (2021) and Residence Assurance Update in Q4 (December
2022)
39) In paral el with ﬁnalising Te Kahu Aroha, the Minister wrote to us on 5 July 2021, requesting
that we: ‘… visit al  Oranga Tamariki Care and Protection and Youth Justice Residences for
the purpose of assessing and reporting back on the care, safety and treatment provided to
the children and young people who are residents.’

40) The  Minister  speciﬁcal y  sought  our  advice  as  to  strengthening  the  quality-of-service
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provision  and  to  address  any  identiﬁed  systemic  concerns  with  residences.  Our
recommendations in response aligned with our recommendations in Te Kahu Aroha. In
particular, we saw strong alignment with the need for re-professionalisation of the Oranga
Tamariki workforce. We also saw a critical need to strengthen the care system across
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government, as the needs of tamariki in residential care require specialist support from a
number of agencies, reﬂecting our recommendation in Te Kahu Aroha to utilise the Oranga
Tamariki Action Plan to bring col ective government effort together. We also saw a strong
link  with  our  recommendation  from Te Kahu Aroha  to  build  stronger  internal  audit  and
monitoring functions within and across Oranga Tamariki so that any emerging issues are
quickly identiﬁed and acted on before they can become systemic.

41) It was clear to us that the residences were not adequately supported in a coordinated way
by  Oranga  Tamariki.  This  is  in  terms  of  both  the  maintenance  of  their  physical
environments  and  in  having  the  right  mix  of  specialisation  and  skil s  in  the  residential
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workforce. While we were assured there were plans in place and about to be underway for
a programme of new builds to broaden the range of residential care options, moving some
of these options into the community and thereby refreshing the residential offering, these
plans appeared to be at risk of losing the resourcing set aside for them. Indeed, these have
not come into fruition within our term.

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42) We found an absence of the necessary recruitment, induction and training programmes
required to support the residential workforce to be ready to meet the acute and complex
needs of tamariki and rangatahi in the residences. These gaps were due, at least in part,
to residences being side-lined from the mainstream focus of Oranga Tamariki. This has
meant that attempts made by residence management (both site and national) to highlight
the chal enges they face and to obtain support to address them have been deprioritised at
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the national oﬃce level.

43) Moreover, we found a lack of planning and capacity to meet the needs of tamariki and
rangatahi in need of residential support. There is no systematic approach in the system to
identifying and recording who and how many tamariki needed the specialist services that
only residential care could provide, with the number of residential beds available for care
and protection needs set only by capacity, not by demand or need. Put another way, we
strongly  suspected  that  demand  and  need  for  specialist  residential  services  far
outstripped the 33 beds available nation-wide in 2021, but saw no evidence of planning for
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understanding how many tamariki needed specialist care and placements or of a plan to
address this.

44) More speciﬁcal y, the areas we identiﬁed for immediate attention were:
a.  The signiﬁcant unmet demand for acute care places and the urgent need for more
options for secure therapeutic care;
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b.  The need for a workforce that is purposeful y matched to this demand, and to support
those tamariki and rangatahi that are in residential care;

c.  The  need  for  more  national-level  support  for  residences,  including  for  national
standard  operating  procedures  and  with  recruitment,  induction,  training  and
supervision;

d.  The opportunity to refresh the grievance process so it is ﬁt for purpose to support
ongoing improvements to residential care;

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e.  The need to provide a holistic and therapeutic approach for each tamaiti in the care
of the residences, as wel  as in the broader care system, with regular monitoring and
assurance in place to ensure a culture of continuous improvement.

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45) We have maintained a close focus on assessing progress against our recommendations
in the two years since we completed our report on residences. However, we have not seen
adequate overal  progress. This is despite the efforts of a number of kaimahi (staff) who
have  done  their  best,  but  in  trying  circumstances  as  Residences  have  remained  a  low
priority, out of focus for much of Oranga Tamariki.

46) This  lack  of  attention  culminated  in  the  need  for  a  further  urgent  review  into  Oranga
Tamariki residences, completed by Mike Bush in September this year. We assume you wil
have been briefed separately on that review. In our future -focused advice to you at the end
of this report, we pick up what we take from the need for another review so close to ours,
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making  very  similar  recommendations.  This  is  as  we  believe  it  proves  the  need  for
independent assurance and governance support for your role.

Te Kahu Aroha: addendum report on quality support and service outcomes for
tamariki and rangatahi whaikaha, their whānau, parents and caregivers

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47) In August 2022, we produced a report focused on opportunities for Oranga Tamariki and
the broader children’s system to improve outcomes for tamariki and rangatahi whaikaha,
their whānau, parents and caregivers. In this report, and since we have chosen to use the
term tamariki and rangatahi whaikaha, as whaikaha means to have strength, to have ability
and to be enabled. We believe this term appropriately recognises the potential of the child
or young person, rather than a deﬁcit focus. We wil  continue with that approach in this
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report.

48) This report was an addendum to Te Kahu Aroha as it became particularly apparent that
many  of  the  needs  of  tamariki  and  rangatahi  whaikaha,  their  whānau,  parents  and
caregivers were not being met by Oranga Tamariki or by the broader system. This included
the fact that the Future Direction Plan was silent on the needs of tamariki whaikaha.

49) We identiﬁed signiﬁcant gaps in provision of support and leadership on responsibilities
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across  the  system  and which exacerbate  lack  of  responsiveness and  delivery  of basic
rights, including legal rights, of tamariki and rangatahi whaikaha. Moreover, while the gaps
were known within the system, no shared view was apparent of what a more appropriate
response should look like. While attempts have been made at various times to address the
known  gaps,  we  saw  these  efforts  as  piece-meal  and  ineffective,  with  the  system
repeatedly defaulting back to how it has worked, rather than how it could and should work.
Settings  continued  to  deprioritise  and  side-line  the  needs  of  tamariki  and  rangatahi
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whaikaha, their whānau, parents and caregivers. However, addressing the gaps in support
for tangata whaikaha could help to reduce the trajectory to a state care and protection
response for some tamariki whaikaha.

50) We  therefore  made  a  series  of  recommendations  to  lift  commitment  by  both  Oranga
Tamariki and the broader children’s system to ensuring the needs of tamariki and rangatahi
whaikaha, their whānau, parents and caregivers are prioritised and supported. We said this
should include by refreshing the Oranga Tamariki Future Direction Plan to explicitly include
a disability lens across al  relevant actions.

51) To complement this, we said that there was also a need to explicitly state the role of each
agency  in  leading  and  supporting  improvements  for  tamariki  and  rangatahi  whaikaha
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within the Oranga Tamariki Action Plan. To this end, we said that a cross agency plan is
urgently needed to address the lack of specialised care support and the lack of appropriate
placement  options  for  tamariki  and  rangatahi  whaikaha.  This,  we  argued,  wil   enable
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Oranga Tamariki to be clear about its roles and responsibilities within the system, as wel
as clarify the roles and responsibilities of other agencies.

52) We also said that development of a consistent and shared understanding of disability both
within  Oranga  Tamariki  and  across  the  system,  would  help  signiﬁcantly,  including  by
clarifying  that  neuro-developmental  chal enges  and  learning  diﬃculties  such  as  Foetal
Alcohol  Spectrum  Disorder  and  Attention  Deﬁcit  Hyperactivity  Disorder  are  part  of  the
range of disabilities that need to be supported. However, we stressed that mental health
concerns  should  be  clariﬁed  as  primarily  a  matter  for  the  health  sector  to  lead  the
response on. Oranga Tamariki kaimahi are already stretched but are stil  expected to be
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the  default  service  provider  for  mental  health  needs,  having  to  try  to  ﬁnd  appropriate
support for mental health needs in the absence of a systemic and specialist response.

53) We also noted an urgent need for more, and more appropriately tailored, support to be
provided to caregivers so they can sustainably meet the needs of tamariki and rangatahi
whaikaha in their care. To complement this, we argued that speciﬁc induction on Oranga
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Tamariki’s  role  for  disability  is  needed  for  new  frontline  kaimahi,  and  that  should  be
fol owed up with ongoing training and resources so that kaimahi have the capacity and
capability tamariki whaikaha and their whānau and caregivers need from them.

54) We  ﬁnished  our  report  by  stressing  the  need  for  improved  data  capture  to  expand
understanding  of  disability  needs,  together  with  improved  ﬂows  of  information  and
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guidance to inform improvement and planning for the right mix of disability supports and
services. Improved data capture and information sharing should be supported by regular
evaluation  of  outcomes  from  service  and  programme  delivery  by  Oranga  Tamariki.
Furthermore,  we  said  legislative  and  regulatory changes,  and  particularly  whether  their
actual impacts meet their intended impacts, should be routinely evaluated.

Assurance reporting
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55) Following completion of Te Kahu Aroha, the Minister asked us to shift to regular, quarterly
reporting to provide him with independent assessment of the progress Oranga Tamariki
was  making  in  implementing  the Future  Direction  Plan.  In part,  this  was  as  he  wanted
independent  veriﬁcation  of  progress,  in  addition  to  the  reporting  on  progress  he  was
regularly receiving from Oranga Tamariki. It was also due, we understood, to the Minister
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understanding that the work of Oranga Tamariki is diﬃcult, and acknowledging that they
need support in their efforts to improve outcomes for those tamariki that need them. We
believe that this remains the case, as the protection and safety of tamariki and rangatahi
is a shared responsibility, not just that of Oranga Tamariki.

56) In  our  shift  to  assurance  reporting,  we  developed  a  framework  to  test progress  of  the
activities and  actions  committed  to  under  the  Plan. This  was  through  a detailed  table,
matched to the six themes and multiple actions under each theme. We regularly tested
aspects of the Plan with Oranga Tamariki frontline kaimahi, and with partners. We also
sought  the  views  of  caregivers,  whānau  and  of  care-experienced  rangatahi.  Testing
outside of Oranga Tamariki, and with kaimahi, was undertaken to check that changes were
starting to become visible at the local sites and at the community level.
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57) As part of our assurance reporting, we have also provided our views on progress towards
the  outcomes  sought  in  Te  Kahu  Aroha.  We  did  this  through  the  summary  document
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covering  our  detailed  assurance  tables,  as  the  Future  Direction  Plan  did  not  reﬂect
everything of Te Kahu Aroha that we thought it should have, being more short-term action
focused and with less of an outcomes lens across it. Indeed, one of the requests we have
repeatedly made of Oranga Tamariki throughout our term has been to show that they are
advancing an outcomes framework. This is needed to hold themselves to account and
show that they are investing in the most impactful actions.

58) We have attached our fourth assurance report, completed at the end of 2022 and marking
the ﬁrst ful  year of assurance reporting so that you can see the comprehensive approach
our  assurance  reporting  framework  enabled.  We  have  also  attached  our  seventh
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assurance report. This takes a different form as Oranga Tamariki had, from around April
this year, started moving the Plan from a list of actions to a more strategic approach. We
supported this approach, though it did lose visibility of some of the aspects of the plan
reported  on  in  more  detail  under  the  original  action  plan  (for  example  the  partnering
actions with Māori for assessing reports of concern.) However, we understand that Oranga
Tamariki has now moved away from the Future Direction Plan as its plan for change, so
we do not dwell further on the plan itself.
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59) Overal , we acknowledge that Oranga Tamariki has made progress in delivery of the Future
Direction  Plan  over  the  last  two  years.  As  wel   as  with  completion  of  the  data  and
information  enhancement  actions  of  the  Plan,  this  has  been  particularly  in  terms  of
partnering with those who are best placed to prevent harm to tamariki in the ﬁrst place,
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that is the Māori collectives and community organisations who can support their whānau
to thrive. It has also been through improving important aspects of social work practice,
including training, induction and supervision.

60) We believe the progress we have seen in these areas must be al owed to continue so that
it  can  deliver  the  change  needed  for  our  tamariki  over the longer-term.  We  believe  the
organisation  must  continue  heading  in  its  current  direction,  at  least  with  regard  to
partnering  and  rebuilding the professionalism  of  social  work. We  set  out  our  views  on
progress in these two core pou next.
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Pou 1: Enabling Communities; partnership to prevent harm and reduce escalation of
concerns

61) The  Enabling  Communities  pou  of  the  Future  Direction  Plan  (original y  Theme  3
‘Relationships,  partnering  and  decision  making’  of  the  Future  Direction  Plan)  general y
responded  to  our  ﬁrst  overarching  recommendation  of Te  Kahu  Aroha.  We  believe  the
intention  behind  this  overarching  recommendation  has  been  genuinely  welcomed  and
prioritised by Oranga Tamariki. We acknowledge signiﬁcant progress has been made, and
continues to be made, in strengthening relationships with Māori. This is with a view to
enhance existing and develop new partnerships and work towards devolution.

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62) We indicated that a co-ordinated strategy to partner with Māori was an urgent priority for
Oranga Tamariki. At least with regard to the prototypes being invested in currently, the
Enabling  Communities  pou  embodies  elements  of  what  we  envisioned  a  partnering
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strategy should comprise. We have met with most of the Enabling Community prototype
partners,  some  multiple  times,  over  the  last  two  years.  From  these  conversations,  we
acknowledge that, for the most part, prototype partners are feeling wel  supported and
believe that Oranga Tamariki is responsive to their aspirations and is enabling them to lead
their own planning and programme development. However, we intended in Te Kahu Aroha
for the opportunity to partner and to take on increasing responsibility for prevention of
harm to tamariki to be open for any Māori col ective and community group that sought
leadership in this space.

63) We know there are a number of partners who are not prototypes already working with
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Oranga Tamariki at the site level, and there is evidence of some effective work in a variety
of places. This is, for example, to triage Reports of Concern (ROCs) at a shared ‘round
table’, where the partner takes responsibility for ROCs that are assessed as ‘No Further
Action’ (NFA) required. We believe this is a very important aspect of prevention, as NFAs
offer an opportunity to support whānau who are showing signs of stress, and de-escalate
concerns before they lead to greater risks or actual harm to tamariki. Effective action on
NFAs can also prevent the need for repeat ROCs for a child that do not individual y meet
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criteria for further action by Oranga Tamariki but do cumulatively indicate a signiﬁcant
degree of risk.

64) Earlier this year, we met with ﬁve Māori col ectives to hear about their progress and any
chal enges they are facing. These included individual marae and Māori trusts who are not
prototype partners but who are actively partnering with Oranga Tamariki at the site level,
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and who have in many instances provided effective support to whānau that has prevented
the need for a statutory intervention to secure the safety of tamariki. While there were
varying experiences across these col ectives with their local Oranga Tamariki sites, from
excellent  to  variable  depending  on  strength  of  personal  relationships,  al   ﬁve  were
concerned about resourcing security and whether they would be able to continue to lead
on  prevention  of  harm.  They  were  also  concerned  about  continued  information  ﬂows
between  themselves  and  Oranga  Tamariki  to  support  the  best  decision-making  for
tamariki.
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65) We believe that local Māori col ectives and other organisations at the community level are
general y best placed to work with whānau, who are unsurprisingly usual y more open to
local organisations that they know and have a degree of trust already established with.
Moreover, community knowledge of the reality of circumstances for a whānau can add
great richness to understanding how pressing risks to a child are. We again note that Dame
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Karen Poutasi’s 2022 review of the children’s system noted that local intel igence is a vital
component  in  keeping  tamariki  safe,  and  how  it  is  drawn  on  needs  to  become  more
deliberate  and  systemised.  Dame  Karen  noted  the  value  in  a  multi-disciplinary  team
approach, with the right agencies at the table with local leadership together, delivering for
young people. We agree that a multi-disciplinary approach is what our tamariki need.

66) We  understand,  as  noted  in  our  previous  assurance  reporting,  that  Oranga  Tamariki
considers  those  Māori  and  community  partnerships  that  are  not  Enabling  Community
prototypes wil  be provided for under the new operating model, rather than through the
Enabling  Communities  pou.  We  note  this  point  speciﬁcal y  as  the  operating  model  is
undergoing  a  substantial  reset  and  therefore  certainty  is  now  further  away  for  these
community-level partners to know if investment in them wil  be sustained and to be able
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to  have  conﬁdence  in  continuing  to  partner  with  Oranga  Tamariki.  We  urge  Oranga
Tamariki to ensure that certainty and security is established for these partners as soon as
possible, so their capacity and planning is not put at risk. We state this because we have
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seen evidence that partnerships can be very effective when built off a strong relationship
with  Oranga  Tamariki  at  the  site  and  regional  level.  It  is  our  view  that  Enabling
Communities prototypes, Strategic Partners and Māori and community partnerships need
to sit together under a broader strategic approach to build enduring partnerships.

67) The original theme of the Plan had more clarity that community-level types of partnership
were ful y within scope of this pou. However, these now appear to be solely reliant on the
wil  of regional and site management under the Service Delivery line, rather than under the
Māori Partnerships and Community line. When we recommended a strategy to partner, we
did not envision that this would be separated into different streams of support with some
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partnerships secured (through the prototypes), and others solely dependent on individual
relationships and the capacity of individual sites, as is now the case. We therefore restate
that a strategy to partner is required to draw al  forms of partnering with Māori col ective
and  community  organisations  together  into  a  coherent  view,  and  to  clearly  outline  the
resourcing and responsibilities that remain on the table to be shared and devolved out.

68) This  also  means  that  both  the  investment  strategy  and  the  outcomes  framework  we
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requested as priorities under Te Kahu Aroha remain as pressing as ever. We maintain that
an outcomes framework that sets out clear and meaningful measures for Oranga Tamariki
is vital. Within this, we believe it would be most impactful if partners can also see their
work reﬂected, to understand how it is impacting for tamariki and whānau. This wil  require
the  ability  for  programme  evaluations  to  be  able  to  feed  into  the  overal   outcomes
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framework. While we understand the overal  outcomes framework is now in development,
we have asked for an outcomes framework for two years now and are more convinced
than ever that it is urgently needed.

69) Similarly, a robust investment strategy is critical in giving partners conﬁdence that they
have a role and should themselves invest in building capacity and wil ingness to take on
responsibility for harm prevention. We are also advised this is in development, but as with
an outcomes framework, we have been told this for two years and are stil  waiting. An
investment strategy must ensure suﬃcient funding wil  be made available for al  Oranga
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Tamariki  community  partners  to  continue  leading  on  prevention.  It  should  set  out  the
support that is available for them to build their capacity and capability to take over further
aspects of the care system (for example supporting placements for tamariki in care). An
investment strategy is also needed to give certainty to Oranga Tamariki sites about what
they can share and what they remain responsible for. It is our ultimate hope that, with
partners supported to lead prevention, not only is harm to tamariki prevented but the scope
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of what Oranga Tamariki must provide can reduce, thereby strengthening the social sector
as wel  as taking pressure off stretched sites and social workers.

70) We sought speciﬁc feedback from Pūmanawa, the rangatahi group established to support
our  work  through  providing  the  direct  views  of  care-experienced  rangatahi,  as  to  their
hopes  for  what  devolution  to  communities  could  achieve.  In  response,  they  saw  great
potential for positive impacts in terms of tamariki and rangatahi being more connected to
their communities, with a greater sense of belonging and easier access to support and
services. However, they stressed some young people might get confused as to who to go
to in the primary instance (for example, do they go to Oranga Tamariki, or do they go to the
community?).

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71) They noted a risk that roles and points of contact could become blurred and there wil  be
a need for careful planning to ensure clarity. They also saw a risk of a loss of oversight and
accountability  that  might  create  more  hoops  for  young  people  to  jump  through  when
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seeking and receiving support. This is especial y a potential risk if they are not connected
to their whānau, local communities and other supportive factors because they were moved
around  a  lot  while  in  care. This  echoes  our  recommendation  in Te  Kahu  Aroha  on  the
importance of continuous improvement in practice, in paral el with devolution to Māori
col ectives and communities.

Pou 2: Social Work and Professional Practice

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72) In Te Kahu Aroha we said, that in order to strengthen social work practice, it was necessary
to  ﬁrst  clarify  the  purpose  of  Oranga  Tamariki.  This  was  particularly  with  regard  to
clarifying Oranga Tamariki’s place within the system and who Oranga Tamariki primarily
exists  to  serve.  We  also  recognised  that  the  lack  of  clarity  in  Oranga  Tamariki’s  core
purpose led to a multitude of misaligned and confusing programmes, projects, policies
and  teams  internal y  at  Oranga  Tamariki.  This  was  directly  impacting  social  workers’
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capacity  to  know  what  their  most  essential  tasks  were  –  which  we  maintain  must  be
around securing safety in the ﬁrst instance and then supporting tamariki to appropriate
and safe placements, and, ultimately the potential to return safely home to where they
belong.

73) We made several more speciﬁc recommendations that, with the beneﬁt of clarity as to
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which cohort of the children’s population Oranga Tamariki (and particularly its frontline)
primarily  exists  for,  we  believed  would  support  more  effective  delivery  of  services  and
supports from Oranga Tamariki. This was because, as the rest of the children’s system
picked up responsibilities for more general needs, the demand on social workers and their
caseload  stretch  should  reduce.  As  noted  above  already,  our  more  speciﬁc
recommendations  focused  around  improving  induction,  training  and  professional
development, and ensuring regular supervision.

74) We also had a speciﬁc focus on actions to improve the wel -being of Oranga Tamariki
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kaimahi,  particularly  social  workers  who  face  chal enging  workloads  and  often  with
minimal  understanding  of  the  unique  chal enges  of  their  role  and  with  inadequate
induction,  training,  and  supervision  in  place.  Oranga Tamariki  social  workers  deal  with
unique and often very distressing chal enges, for which they need and deserve support if
they are to be effective in supporting tamariki at risk of harm and to continue to turn up for
work without being burnt out and harmed themselves.
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75) In Te Kahu Aroha, we particularly advocated for the professional social work voice to be
heard and understood within Oranga Tamariki. This was necessary, as the representation
of the social work professional at the leadership table of Oranga Tamariki had become
signiﬁcantly diminished. We undertook a series of conversations with Oranga Tamariki’s
front line in preparing Te Kahu Aroha, through which social workers repeatedly expressed
to us their view that that national oﬃce did not understand their realities or the workload
pressures they faced. We were told this was in part due to the fact that there was no longer
a strong social work presence at the leadership table.

76) We understand it was a deliberate decision by the previous leadership at Oranga Tamariki
to deprioritise professional staff, in favour of a more unqualiﬁed and less costly workforce.
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This decision, affected also by pay equity changes, had serious implications by the time
we  were  appointed.  An  example  of  where  this  was  apparent  was  in  Oranga  Tamariki
residences - both Care and Protection and Youth Justice - where unqualiﬁed staff were in
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the signiﬁcant majority, though having to work with some of the most complex and high
needs rangatahi.

77) We are pleased to see the signiﬁcant turnaround in the number and range of professional
social work roles at Te Riu since Te Kahu Aroha. We believe that the proﬁle and importance
of social work has been lifted within Oranga Tamariki over the last two years. This has
been evidenced through progress with induction of social workers, and noticeable lifts in
training and supervision. We have had this conﬁrmed to us by frontline kaimahi, who have
acknowledged they have experienced visible lifts in these areas.

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78) We  understand  that  work  is  underway  to  address  caseload  complexity  also.  This  is
welcome news, and we encourage the Oﬃce of the Chief Social Worker to keep focused
on trying to address this long-standing chal enge. It is important that social workers have
reasonable caseloads so that they can deliver quality social work assessments, with the
time  to  coordinate  services  to  meet  needs  identiﬁed  through  their  comprehensive
assessment.
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79) In Te Kahu Aroha we said that a workforce development plan was needed to rebuild the
mana and professionalisation of Oranga Tamariki social workers. It was also needed to
grow the broader supporting social sector workforce inside and outside Oranga Tamariki.
Both were needed as a priority, as the demand for Oranga Tamariki remains signiﬁcant but
for  social  workers  to  be  able  to  be  most  effective  for  tamariki,  a  range  of  other
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complementary roles also need to be in place. Further, it is important to have a strategy in
place  to  grow  shared  capacity  for  a  sector  workforce  that  builds  collective,  child-safe
capacity at the local and regional level and does not have to compete with itself for the
same staff. While we have received a number of updates over the last two years since we
made  this  pressing  recommendation,  we  have  seen  very  little  evidence  of  tangible
progress  or  prioritisation  of  this  critical  work.  We  repeat  that  development  of  a
comprehensive workforce strategy remains a priority for Oranga Tamariki to progress.

80) We  comment  further  on  the  workforce  chal enge  in  our  section  on  progress  with  our
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recommendations under our Residence review below, but wish to reinforce that ensuring
an  appropriately  trained  workforce  must  be  part  of  the  development  of  the  Workforce
Strategy, and this needs to include ensuring a non-negotiable focus on safety to work with
tamariki  and  rangatahi.  This  wil   be  particularly  important  for  the  non-regulated  al ied
workforce that wil  likely be part of the mix of delivering a devolved model over coming
years.  Devolution  and  development  of  non-regulated  social  work  roles  cannot  mean  a
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lessening  of  safety  standards,  as  the  experiences  shared  in  the  Royal  Commission  on
Abuse in State and Faith-based care so clearly attest to.

81) Meanwhile, we observe the good progress Oranga Tamariki has made with advancing and
now  embedding  its  new  Oranga  Tamariki-speciﬁc  practice  approach  across  the
organisation. The principles of the approach are wel -aligned to Te Kahu Aroha. We believe
the practice approach wil  help support the appropriate balance in focusing on risk and
safety ﬁrst, and also the longer-term wel being of the child.

82) We appreciate the signiﬁcant work undertaken within Oranga Tamariki to promote early
engagement with whānau, family, hapū, iwi and communities in order to keep tamariki and
young people connected even if in the care of the state. We agree these connections are
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vital in order for tamariki and rangatahi to thrive, and are needed at least as soon as the
more immediate needs of tamariki and rangatahi have been addressed. As with ‘section
78  without  notice’  applications,11  it  is  important  to  ensure  that  the  actions  needed  to
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respond to immediate risks are not shied away from. At the same time, it is also important
for longer-term wel being that practice does not default to what is easiest for the system
rather than best for the child.

83) The feedback of Pūmanawa stressed that young people in care need active support to be
connected and know who they belong to, as many have been dislocated from their whānau
and  have  limited  support  networks  due  to  being  in  care  and  removed  from  their
communities. For example, we heard that ‘Everything was harder to access after care –
health, mental health,  ﬁnancial  support,  education  (no  career  coaching  or  support),
accommodation (ongoing moving from ﬂat to ﬂat due to the instability of the rental market).
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Had to ﬁgure a lot of things out on my own on the ﬂy.’

84) The transition service is helping rangatahi now, but not al  rangatahi are connected with it,
and it largely came in too late for our Pūmanawa members, who felt unsupported as they
transitioned from care and had not been supported to know who they belonged to: ‘If I had
access in a timely manner [to support], I would be in a better position to dream bigger, to
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know that I have options, to live my life maybe overseas, to reconnect with my culture and
language and family …, to be more conﬁdent in aiming higher rather than stil  operating in
survival mode.’

Progress with our Whaikaha recommendations

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85) As we outlined in our most recent assurance report (our quarter seven report, completed
in September 2023), we have been pleased to see progress with the delivery and adoption
of the Disability Strategy. We have been impressed with the extensive work undertaken to
develop  and  complete  the  strategy.  As  we  identiﬁed  in  September,  the  next  step  is  to
develop a clear implementation plan to deliver the strategy and commit the resourcing it
needs to be able to achieve success for tamariki whaikaha.

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11 Section 78 of the Oranga Tamariki Act gives authority to the Family Court to make interim custody
orders, pending fuller determination of risks and responses for ensuring safety for a child. Oranga
Tamariki Act 1989 No 24 (as at 06 October 2023), Public Act 78 Custody of child or young person
pending determination of proceedings or in urgent cases – New Zealand Legislation.
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86) We also remain pleased with the commitment by Te Riu to set up an internal unit to house
the Disability Strategy and to support its implementation. We are hopeful that this unit wil
remain supported and indeed enabled to grow within the organsiational restructure that is
looming, as a unit is needed to ensure the spotlight does not once again slip away from
the needs of tamariki whaikaha.

87) Since our seventh  quarterly assurance report, we have met with frontline kaimahi to check
that the Disability Strategy is starting to impact. While acknowledging that it is relatively
early days to expect much visible change, we think it worth noting that impact is not yet
signiﬁcant, though there is hope that change is coming and some kaimahi report they have
started to see a shift in attitudes at least, if not in actions.

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88) It was made clear from our discussions that, despite progress with the strategy, signiﬁcant
chal enges remain in how the system supports tamariki and rangatahi whaikaha. While
there are examples of positive relationships in place with other agencies at the local level,
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this is very dependent on speciﬁc individuals and their relationships. For the most part,
other agencies remain largely absent from supporting the needs of tamariki whaikaha.
This includes with access to specialised, or sometimes, any education opportunities, with
their neuro-diversity often label ed as behavioural and not understood as a disability, and
in  addressing health  needs.  Related  to  this,  we  continue  to  repeatedly  hear  that  many
rangatahi  with  neurodiversity  and  disability  chal enges  are  left  undiagnosed  and
unsupported before they have fal en into the youth justice system.

89) While there remain signiﬁcant chal enges in getting the system to support tamariki, there
are  also  further  chal enges  that  need  to  be  addressed  within  Oranga Tamariki.  We  are
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particularly  concerned  about  the  ongoing  inability  for  Oranga Tamariki  to  ﬁnd  suitable
placements for tamariki whaikaha, and with no strategy or plan in place to bridge this gap.
A strategy is urgently needed to address the lack of placements, and this should include
the support that is needed for caregivers who do put their hands up to care so that they
can  feel  conﬁdent  in  offering  places  for  tamariki  whaikaha,  and  placements  can  be
enduring and safe for al .

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90) We also heard that tamariki with whaikaha needs should be seen as tamariki ﬁrst, not seen
primarily  or  only  through  a  disability  lens.  There  should  be,  we  were  told,  a  focus  on
intersectionality of identities and needs, with a need to support and train kaimahi to be
able to address the needs of the child as whole, not to compartmentalise or label them.

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91) This feedback reinforces to us that it is critical for implementation and resourcing of the
Disability Strategy to continue as a priority, so that it can deliver for tamariki who urgently
need better support from the system, as wel  as more consistently whaikaha-informed
practice within Oranga Tamariki.

Progress with our recommendations on Residences

92) In  the  Board’s  October  2021  addendum  report  on  Residences  (provided with our Aide
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Memoire of 6 December 2023), the Board stated our view that Oranga Tamariki has not
paid suﬃcient attention, nor given adequate resourcing or leadership, to either care and
protection and youth justice residences for some time. This has resulted in an isolated
workforce and set of environments, already struggling to safely meet some of the most
complex needs and behaviours of tamariki and rangatahi.

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93) It  should  have  been  obvious  that  those  tamariki  and  rangatahi  who  require  specialist
residential interventions need kaimahi who have appropriate skil s and knowledge, are wel
trained in speciﬁc needs of residences, and are robustly monitored to ensure delivery of
the  regulations  and  enable  public  conﬁdence  and  trust.  Residential  kaimahi  have  a
chal enging job, and must be supported by professional development as wel  as regular
professional supervision so that they can debrief though professional support, to ensure
that both their practice is appropriate and safe, and their own wellbeing and kaimahi ora
is being supported.

94) There has not been adequate progress with implementing these recommendations over
the last two years. In our quarter four assurance report of December 2022 (attached), we
highlighted concerns at the lack of progress on those recommendations. We are aware
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that  residential  and  other  kaimahi  were  trying  to  make  progress  on  aspects  of  our
recommendations, for example de-escalation techniques, however they remained isolated
and without adequate recognition at Te Riu of the scale of chal enges they faced. This was
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in part due to capacity issues and competing priorities within Oranga Tamariki. As a result,
progress on the residence recommendations has not been adequate.

95) In our sixth quarterly report of June this year, we highlighted our concerns at the lack of
progress and the increasing risks facing residences, which we assessed were now in a
more perilous position than when we made our report in October 2021. We said:

‘There is increasing risk for the safety of tamariki, rangatahi and kaimahi within the
residences.  This  appears  to  be  a  higher  risk  than  in  2021  when  we  provided  our
recommendations in the review of residences, and also when we revisited residences
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for assurance in 2022. The impact of growing numbers of rangatahi in both Care and
Protection and Youth Justice residences and an increase in violence by some rangatahi
is  concerning.  This  is  at  the  same  time as retention and recruitment have become
particularly chal enging, and when the residences need a skil ed and well-trained
workforce. We believe that signiﬁcant capability and capacity issues remain and Oranga
Tamariki has been unable to keep pace with  the  changing  environment.  The  Board
believes that support for residences must be a strong focus for Te Riu in the coming
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quarters as the safety of tamariki, rangatahi and frontline kaimahi is critical. This work
will be challenging but must be prioritised. It cannot be sidelined as the residences often
have been, as the potential risks are so signiﬁcant.’

96) Soon after this statement, there was signiﬁcant media attention because of incidents in
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residences. Oranga Tamariki commissioned Mike Bush (DCE Residences (Youth Justice
and  Care  and  Protection)  and  Community  Homes)  to  complete  the  Rapid  Residence
Review in response. Mr Bush was supported by Board member Shannon Pakura in this.

97) Similarly to Te Kahu Aroha, Mr Bush’s report argued that the organisational vision, mission
and  strategic  direction  must  be  reset  and  communicated  clearly  throughout  the
organisation. We agree, and stress that Te Kahu Aroha set the same strategic direction to
guide Oranga Tamariki to a better future state in 2021.
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98) Meanwhile,  we  identiﬁed  in  our  2021  Residence  Report  that  there  was  an  absence  of
National Standard Operating Procedures (SOPs) in place. This needed to be addressed
immediately.  However,  we  have  been  disappointed  to  learn  that  only  two  of  the
outstanding SOPs have been completed. We are advised that the remaining 78 SOPs wil
be progressed over 2024.

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99) We have also continued to hear over the last two years about an ongoing lack of options
for placements, despite our ﬁrst recommendation under our Residences review cal ing out
an urgent need for more placement options, including a broader suite of ‘step up or step-
down’ options for tamariki and rangatahi. Without a concentrated and resourced effort to
explore and identify options across a care continuum, residences wil  continue to be ful
and have increasing waiting lists of tamariki and rangatahi. Until a comprehensive range
of  options  for  specialist  care  are  available,  the  Board  is  of  the  view  that  the  need  for
residences remains.

100) In our 2021 report, we also highlighted the need to refresh the current grievance process
in residences. While the Board acknowledges the progress through the Manaaki Kōrero
programme, overal  progress in this area has been slow. There are stil  inadequate options
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for tamariki and young people in residences to raise grievances and concerns. Grievances
are  an  important  way  to  understand  safety  risks  and  the  barriers  rangatahi  are
experiencing in having their needs addressed so that they can ‘step down’ from residential
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care. Moreover, effective grievance processes can help support continuous improvement
in  practice. We  remain of  the view  that  effective  grievance processes  are  needed, and
believe more immediate efforts should be in place to trial new options so that there are
feasible  mechanisms  in  place  for  rangatahi  in  residences,  including  those  with  limited
literacy, to be heard and have their concerns addressed.

101)  We are aware that many tamariki and rangatahi in residences come in with unidentiﬁed
whaikaha needs, for example limited literacy due to learning chal enges that have not been
identiﬁed or supported through any schooling they have had. These unaddressed needs
have the potential to result in the escalation of inappropriate behaviours, resulting in the
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need for extended residential placement and more chal enging paths to safe return home
or to independence. The Board continue to encourage Oranga Tamariki to broaden the
current residential offerings so that its response can comprehensively meet the needs of
tamariki and rangatahi whaikaha. We further assert that speciﬁc training for kaimahi to
support tamariki and rangatahi whaikaha and to address the high trauma needs of tamariki
and rangatahi in need of specialist residential care must be a priority.
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102)  Since  2021,  we  have  had an  ongoing  concern  about  the  risks  that  an  unqualiﬁed  and
unregistered  workforce  present  to  tamariki  and  rangatahi.  This  has  been  particularly
apparent in the residences, where young people have an evident need of specialist support
but the previous leadership at Oranga Tamariki decided was a space where less qualiﬁed
and untrained kaimahi were appropriate. Residences particularly require a well-trained and
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professional workforce due to the nature of chal enges that young people in residences
have. However, residences are not alone in needing a ﬁt for purpose workforce, that is
skil ed and wel  trained to support young people and moreover to be a safe support for
tamariki. There is ample evidence coming out of the Royal Commission of Abuse in State
and Faith-based  Care  of  the  risks  to  tamariki  and  rangatahi  from  an  unregulated  and
unmonitored workforce. There must be strong requirements in place to ensure safety of
young people in care, and the safety and integrity of other kaimahi. Currently only social
workers are publicly accountable for their practice.

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103)  We maintain that the organisation must have a strong focus on workforce development,
training,  and  professional  development  for  residential  kaimahi.  We  have  recently  been
informed that a new recruitment strategy is about to get underway across three Youth
Justice residences with a more robust vetting process in place. The Board is hopeful that
this  strategy,  underpinned  by  public  safety,  wil   deliver  a  trained  workforce  for  these
residences.
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104)  The  Board  remain  convinced  that  residences  must  be  supported  by  the  leadership  of
Oranga  Tamariki,  and  that  there  is  investment  in this  service  to  enable  residences  to
respond and deliver services that meet the needs of tamariki and rangatahi. As wel  as
leadership support, residences also need to have the knowledge, expertise and resources
of other government agencies available to them (health, mental health and education) to
assist in addressing the needs of young people.

105)  We note that Mr Bush’s review made a number of these same points, as wel  as restating
similar ﬁndings to the Board’s report of 2021. The Board acknowledge the frustration of
both rangatahi and kaimahi in residences at the elongated delays. This is despite al  the
recommendations from our review being accepted by the Minister and by Oranga Tamariki.
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106)  Our comments on residences reﬂect a lack of internal accountability for residences and
that remains to be fully addressed. Accountability wil  be aided by regular evaluation and
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taking an outcomes approach, as we have said numerous times to Oranga Tamariki over
the last two years. Had more regular evaluation been in place, aligned to a stronger sense
of  the  outcomes  that  were  intended,  Oranga  Tamariki  may  have  been  able  to  identify
earlier,  for  example,  that  the  2019  amendments  on  raising  the  age  in  residences  was
having signiﬁcant unintended consequences that needed to be actively mitigated.12 This
need  for  stronger  internal  accountability  takes  us  to  our  third  overarching
recommendation, on the need for strong leadership and accountability.

Organisa�onal Culture
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107)  In response to our third term of reference, we identiﬁed in Te Kahu Aroha instances of
behaviour, practices and ongoing change aligned with positive organisational culture, but
that also that this was inconsistent and dependent on force of personality and individual
relationships.  As  we  have  already  stated,  it  was  our  view  that  Oranga Tamariki  would
beneﬁt from an independent assurance oversight mechanism, supported by signiﬁcantly
strengthened  internal  audit  and  monitoring  procedures  ‘that enable Oranga Tamariki to
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identify and enable action on emerging issues before they risk becoming systemic’.

108)  We also stressed the importance of clarifying who Oranga Tamariki primarily exists to
serve. Not only would this help reduce the span and scope that Oranga Tamariki has largely
been left to bear on its own, but we believe would also greatly assist kaimahi knowing their
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role  in  achieving  that  vision,  and  understanding  and  feeling  valued  for  how  their  work
contributes to it. We know that the vast majority of kaimahi at Oranga Tamariki choose to
work there despite the many chal enges Oranga Tamariki faces, as they have a passion for
wanting to improve the lives of tamariki and their whānau, and this is why they lean into
this chal enging space. To capitalise on this commitment, the organisation can make it
much  easier  for  kaimahi  to  understand  how  their  work  contributes  to  the  outcomes
sought.

109)  We have recently received advice that an outcomes framework and an investment strategy
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for  the  long  term  are  now  under  development.  While  accepting  that  they  are  under

12 This could have included, for example, strengthening glass in secure windows as older, bigger
rangatahi could more readily break the glass, causing a signiﬁcant risk to other rangatahi, as well as
to kaimahi. It could also have identiﬁed a need for an increase in vocational programmes suitable to
positively engage the older cohort.
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development now, we feel a signiﬁcant degree of frustration that we have not been able to
witness progress with these over the last two years. Both are critical to ensuring sustained,
meaningful and well-utilised investment in achieving positive outcomes for tamariki and
their whānau.

110)  Before we turn to our closing advice as to where we believe Oranga Tamariki should ensure
it stays focused over the coming months and years, we wish to comment on the progress
we  have  seen  with  our  recommendations  for  a  shift  to  a  greater  use  of  evidence  and
improved and more consistent data capture. This was in the fourth part of Te Kahu Aroha.
We are pleased that each of these actions have been closed under the Plan before the end
of  our  term  and  acknowledge  the  responsiveness  of  Oranga  Tamariki  to  our
recommendations in this area. This includes action to start building a business case to
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replace the aging and no longer ﬁt for purpose CYRAS case management system. These
actions have each been moved to ‘BAU’ status. We accept this is appropriate at this stage,
though caution they should not slip out of focus, as the organisation stil  has some way to
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go to be able to capture and share the right data to enable the best decisions to be made
for tamariki.
Our closing advice

111)  In this, the closing section of our last assurance report for the Oranga Tamariki Future
Direction Plan, we ﬁrst set out the areas where we most believe sustained commitment is
required. We then note the critical gaps that require attention if Oranga Tamariki is to be
enabled to succeed. Some of these are within the control of Oranga Tamariki, but some
are not and Oranga Tamariki wil  need help to get the broader system to address them.
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112)  In alignment with our ﬁrst term of reference and response in Te Kahu Aroha to restrengthen
col ective Māori and community authority and responsibility to lead prevention of harm to
tamariki and their whānau, we believe that it is critical that Oranga Tamariki continues its
focus on devolution and partnering with Māori col ectives and communities. This is as
there must be an absolute focus on reducing harm to children in the ﬁrst place and to
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prevent, or at least reduce, the need for escalation to Oranga Tamariki.

113)  We remain convinced that Māori col ectives and community groups are best placed to lead
on prevention of harm, because tamariki and rangatahi are their responsibility and their
future. It is the primary responsibility of families, whānau, hapū, iwi and community groups
to ensure that tamariki are cloaked in love, nurtured and protected so that they thrive and
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grow up as strong and loving providers and nurturers of future tamariki and mokopuna.

114)  In terms of Oranga Tamariki priorities, this means:
a.  Continuation of the prototypes, with the investment they already have committed or
under consideration.

b.  At the same time, al  other Māori and community partners leading prevention of harm
to tamariki currently need certainty of the investment and accountability they can
request and build their capacity to deliver on.
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  c.  This includes ensuring they have the capability and capacity to support tamariki
whaikaha, so that their needs don’t have to become care and protection needs in
order to obtain the support whānau need.

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115)  In alignment with our second term of reference and response in Te Kahu Aroha on social
work and professional practice, we believe:
  a.  It is critical that Oranga Tamariki continues to invest in amplifying the voice of
professional social workers, in addressing caseloads of social workers, in ensuring
induction, training and supervision, and in embedding the practice approach.

b.
More focus is needed to accelerate the workforce strategy and improve kaimahi ora.

c.
As  part  of  developing  and  implementing  the  required  Workforce  Strategy,  careful
thought must be given to how the whole workforce is regulated and monitored to
ensure appropriate skil  levels and vetting, so that the workforce is ﬁt for purpose for
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the chal enging work they wil  encounter, and is above al , safe to work with tamariki
and rangatahi.

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d.
The  new  operating  model  must  identify  how  to  decrease  the  silos  that  currently
operate between care and protection, youth justice, caregiving and transitions so that
tamariki  and  rangatahi  receive  support  that  is  holistic  and  weaves  together  the
principles of being relational, needs based, outcomes-focussed and planned.

e.
In  addition,  we  also  consider  that  there  are  some  important  areas  that  should  sit
within the Social Work and Professional Practice Pou but were not included in the
Plan and therefore have not been advanced.

i.
This is particularly the urgent need to address the longstanding chal enge of
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placement scarcity. This has a signiﬁcant impact on the safety and wellbeing
of  tamariki  and  rangatahi  in  care  and  is  also  a  signiﬁcant  risk
to Oranga Tamariki. The lack of appropriate placement options increases the
chances  of  inappropriate  placements,  poor  outcomes  for  tamariki  and
rangatahi, and failing to meet the required care standards.
i .
Currently, there does not appear to be a strategy or a plan in place to address
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this, despite the absence of options being known by Oranga Tamariki for a
long time. The Board strongly believes that Oranga Tamariki need to develop
a plan to address this high-risk matter.
i i.
As discussed with you brieﬂy in our meeting of 13 December Minister, we also
believe  work  is  needed  on  continuum  of  care  options,  and  what  a  ﬁt-for-
purpose  care  system  should  look  like  for  2024,  rather  than  continuing  to
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reﬂect where it came from, out of mid-century understandings.
iv.
As part of this, ‘step down’ and ‘step up’ options for tailored care are needed,
to match the changing needs of tamariki and rangatahi in care. This should
include consideration of who is best placed to provide care, and whether this
should remain only a state and statutory role.

116)  In alignment with our third term of reference and response in Te Kahu Aroha with regard
to organisational culture and enduring oversight to help Oranga Tamariki deliver for those
tamariki that real y need it, we note:
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a.
That organisational culture remains chal enging in Oranga Tamariki. We are mindful
also  that  organisational  culture  wil   be  further  signiﬁcantly  affected  by  looming
budget cuts, and know this wil  cause more uncertainty for kaimahi at al  levels of the
organisation.

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b.
We hope that the focus of budget cuts can be to real ocate support to the frontline
rather  than  lose  investment  in  care,  protection  and  wel being  for  tamariki  and
rangatahi at risk of harm or offending. We caution meanwhile against deprioritising
national oﬃce functions that support the frontline to be able to do their jobs.

c.
Regardless of the change decisions yet to be made, we consider that it is vital that
Oranga Tamariki sets a more strategic direction for its future.
  i.  This wil require each of the Workforce Strategy, the Investment Strategy, the
Strategy  to  Partner,  the  Whaikaha  Strategy  and  the  Paciﬁc  Strategy  to  be
continued, as well as a strategy for Residences, a Māori strategy and strategy
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to increase placements to be advanced.
i .
We understand there is work underway to build an overal  strategic framework
to place each of these strategies within and ensure they are coordinated and
that overlaps between them are optimised rather than accidental.
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i i.
We agree this sounds like a valuable approach, though it must be supported
by the outcomes framework we have consistently cal ed for. We welcome the
recent advice this is now ﬁnal y in development, as we remain convinced this
is mission critical to enable Oranga Tamariki to stabilise and to reduce the
vulnerability it has experienced over the last decade and longer.

117)  We believe that these above actions are within the control of Oranga Tamariki and should
be advanced without delay. We acknowledge there are a range of broader settings that are
not within the control of Oranga Tamariki and that need to be urgently addressed also, as
changes within Oranga Tamariki alone wil  not be able to deliver the outcomes tamariki,
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rangatahi and their whānau need.

118)  Speciﬁcal y,  in  terms  of  the  broader  system  we  believe  that  the  current  lack  of
accountability across the Children’s system, including through the Oranga Tamariki Action
Plan (OTAP) must be addressed by Cabinet as a priority.

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a.
While OTAP is required by legislation (the Children’s Act 2014), it has been very slow
to develop and even slower to implement. Moreover, regardless of the legislation, the
reality is that the system repeatedly defaults to Oranga Tamariki as ‘the’ children’s
agency.

b.
This default is further reinforced by the name of OTAP itself, letting agencies off the
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hook for responsibilities they actual y have primary responsibility for, not just share
with Oranga Tamariki. We therefore consider the name of OTAP should be amended
to reﬂect that this is a system responsibility, not an individual agency responsibility.

119)  Further to this, the vision of Oranga Tamariki is too broad. No government agency can
deliver effectively for al  children, but that is what the responsibility of Oranga Tamariki has
erroneously become, when it should be for those children whose safety is not secured, or
for when families and whānau cannot reasonably provide for the immediate wel being of
their children and young people. Being expected to deliver for al  children in Aotearoa New
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Zealand risks the ability of Oranga Tamariki delivering effectively for those tamariki and
rangatahi who real y need it.

120)  We therefore repeat our view from Te Kahu Aroha that Oranga Tamariki’s core purpose and
who it is primarily here to serve must be clariﬁed.

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121)  Final y, we repeat our view from Te Kahu Aroha that to support Oranga Tamariki with its
chal enging  work  and  to  keep  progress  on  track  and  not  risk  investment  to  date,  an
enduring independent - noting by independent, we mean independent of Oranga Tamariki
and of administrative government - assurance and governance function is needed to help
guide Oranga Tamariki. Their work is hard and wil  remain so until the necessary focus on
prevention of harm has reduced the ﬂow of tamariki needing the system in the ﬁrst place.

122)  Our recommendations in Te Kahu Aroha for the most part remain as current as when we
made them in 2021. They were not a response to any one government, but for the safety
and  wellbeing  tamariki  and  rangatahi.  We  therefore  close  our  assurance  reporting  by
repeating our statement from Te Kahu Aroha that:

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‘If government agencies, Māori col ectives, and communities can together be supported
by the Governance Board to stay the course in preventing harm and reducing the need
for state attention on tamariki and whānau, the beneﬁts to the community and the nation
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in terms of cohesion, community wellbeing and resilience wil  be worth the investment.
Above al , we do not see the alternative if our vision as a nation is not just a better state
care  and  protection  system,  but  less  harm  to  tamariki  and  whānau,  with  healthier,
thriving citizens, leaders and kaumātua of the future.’13

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13 Te Kahu Aroha, page 45.
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