Appendix One
1.
For each financial year from FY2021 to FY2024, please provide the following for each Deputy Chief Executive (DCE) or equivalent
Executive Leadership Team (ELT) member’s portfolio (i.e., all cost centres and services reporting to them):
•
The approved annual budget and actual expenditure.
•
If any financial details are considered sensitive, percentage variance (over/under budget) is acceptable.
Financial Year
2020/2021
2021/2022
2022/2023
2023/2024
Approved
Actual
Approved
Actual
Approved
Actual
Approved
Actual
Budget ($m) Expenditure
Expenditure
Expenditure
Expenditure
($m)
Budget ($m)
($m)
Budget ($m)
($m)
Budget ($m)
($m)
Chief Social Worker
0
0.1
2
2
2
2
DCE Māori Partnerships
and Communities
275
277
279
276
322
330
DCE People Culture
and Enabling Services
88
85
75
74
224
255
Global
122
122
137
139
-
-
DCE Quality Practices
and Experiences
29
26
28
28
34
34
DCE Service and
Delivery
839
850
824
842
780
770
DCE Youth Justice,
Care and Protection and
-
-
-
-
109
111
Community Homes
DCE System Leadership
20
19
17
19
20
20
Director Of ice of the CE
36
16
36
23
33
19
Director Transformation
3
4
8
4
11
11
Crown Response
13
7
14
13
17
14
Total Oranga Tamariki
1,301
1,294
1,424
1,406
1,421
1,418
1,552
1,565
Please note:
•
The split of approved budget and actual expenditure in the table above is based on internal unaudited management accounts that were
presented to the management board at the end of each financial year (FY).
•
The total line has been reconciled with the audited expenditure totals included in the Annual Reports. Any audit adjustments from the
unaudited management accounts has been allocated to the “Global” portfolio in 2021/22 and included in the DCE People Culture and
Enabling Services line in the 2023/24 FY.
•
There was an organisational restructure during the 2020/21 FY. Following this restructure the budget was not recategorized against the
new portfolios. Therefore, there is not a comparable DCE portfolio view that can be presented for that financial year.
•
DCE Youth Justice (YJ), Care and Protection (C&P) and Community Homes was reported as part of DCE Service Delivery until 2023-24
FY and is not shown separately for the 2021/22 FY and 2022/23 FY to align with reporting in management accounts.
•
The Chief Social Worker portfolio was created during the 2021/22 FY and budget was first allocated for the 2022/23 FY.
•
In 2021/22 FY and 2022/23 FY “Global” was reported separately to DCE People Culture and Enabling Services. In 2023/24 FY, these
portfolios were combined in management reporting. The costs that were charged to Global in the 2021/22 FY and 2022/23 FY and include
capital charge, depreciation, shared services, digital and property run costs, Health & Safety and staf development.
•
Please include the name of the responsible DCE or ELT member for each year.
See below for the DCE in role as at 30 June of each year.
June 2022
June 2023
June 2024
Chief Social Worker
Peter Whitcombe
Peter Whitcombe
Nicolette Dickson
DCE Māori Partnerships & Communities
Darrin Haimona
Darrin Haimona
Darrin Haimona
DCE People Culture and Enabling Services
Darrin Sykes
Caz Anderson
Caz Anderson
DCE Quality Practices and Experiences
Nicolette Dickson
Nicolette Dickson
Nicolette Dickson
DCE Service Delivery
Al an Boreham
Rachel Leota
Rachel Leota
DCE Youth Justice, Care and Protection and Community Homes
n/a
n/a
Tusha Penny
DCE System Leadership
Jaimee Barwood
Phil Grady
Phil Grady
Director Of ice of the CE
Jane Fletcher
Jane Fletcher
Rebekah Cameron
Director Transformation
Hannah Scherwitzel
Tusha Penny
Tusha Penny
Crown Response
Alana Ruakere
Isaac Carlson
Isaac Carlson
2.
FTE by Executive Portfolio – FY2021 to Present
•
The budgeted FTE vs actual FTE for each financial year from FY2021 through to the most recent available data in 2025.
•
If available, please include quarterly or mid-year FTE figures where tracked.
Please note that FTE information under this structure is only available from June 2022. Due to the organisational restructure in 2024, information
for the 2024/25 FY is included separately below.
Business Unit
June 2022 September December
March
December
March
2022
2022
2023
June 2023 September
2023
2023
2024
June 2024
Chief Social Worker
5
6
9
11
12
12
14
13
12
Māori Partnerships and
Communities
168.2
156.6
160.3
147.2
153.3
167.7
174.9
174.5
168.7
People Culture and
Enabling Services
360
381.9
386.7
394.2
393.3
408.8
435.3
431.5
408.4
Quality Practice and
Experiences
215.8
219.1
232.7
230.3
229.7
235.8
248.2
246.7
227.3
Service Delivery
3699.1
3643.7
3570.8
3592
3621.1
2853.4
2912.5
2909.8
2873
Youth Justice, Care and
Protection and
n/a
n/a
n/a
n/a
1.6
807
849.1
910
962
Community Homes
System Leadership
94.7
89.9
107.9
111.3
113.7
119.3
130.1
131.1
116.4
Of ice of the CE
56.3
57.3
59.3
54.7
54.5
60.1
48.9
49.9
44.9
Transformation
52
50.4
48.8
46.6
43.8
49.8
46.4
52.4
44.5
Crown Response
13.6
15.6
17.8
21.6
21.6
26.1
40
40.2
34.6
Total Oranga Tamariki
4664.8
4620.5
4593.3
4608.9
4644.6
4740
4899.4
4959.1
4891.8
Business Unit
September 2024
December 2024 March 2025 June 2025
Chief Social Worker and Professional Practice
90.8
90.8
91
94.3
Commissioning and Investment
30.7
39.7
Crown Secretariat
41.4
Enabling Communities
53.5
52.3
Enabling Communities and Investment
84.9
84.1
Māori Partnerships and Communities
1
Of ice of the Chief Executive
35.2
36.2
38.2
45.1
People Culture and Enabling Services
267.5
278.2
284.9
277.3
Quality Practice and Experiences
1
Residences (Youth Justice and Care and Protection) and Community Homes
1
Service Delivery
4
System Leadership
307.5
316.7
330.4
332.2
Tamariki and Whānau Services
2370.5
2367.8
2380.9
2362
Transformation
3.8
Youth Justice Services and Residential Care
1410.1
1401.1
1375.3
1382.2
Grand Total
4618.5
4574.9
4584.8
4586.1
Oranga Tamariki is unable to provide the budgeted FTE information, as we do not budget around FTE figures, however we can provide the
number of maximum number of FTE by Business Unit as at 1 July 2024 and 30 June 2025, as outlined below:
Baseline
Baseline
External
Internal
Total
Business Unit
Establishment Establishment Funding
Funding Establishment
Cap as at 1
Cap as at 30
Time
Time
as at 30 June
July 2024
June 2025
Limited
Limited
2025
Chief Social Worker and Professional Practice
94
94
4
98
Commissioning and Investment
32
32
18
50
Enabling Communities
60
60
1
61
Of ice of the Chief Executive
49
53
10
63
People Culture and Enabling Services
306
306
306
System Leadership
355
351
5
356
Tamariki and Whānau Services
2630
2622
2622
Youth Justice Services and Residential Care
1519
1533
1533
Grand Total
5045
5051
15
23
5089
