Our establishment

We were established in 2019 following a review of independent oversight arrangements for the system and public consultation. Initially, our role was limited to monitoring compliance with the National Care Standards Regulations while the Ministry of Social Development completed design of the oversight of the oranga tamariki system.

The Oversight Act took effect in May 2023, making us an operationally independent departmental agency with an expanded role of monitoring the oranga tamariki system.

On 1 August 2025, we became an independent Crown entity governed by a three-person Board under the Oversight of Oranga Tamariki System Legislation Amendment Act. Our independent status provides a degree of separation from the agencies we monitor and from Ministers.

Our objectives

Under the Oversight Act, our role is to provide objective, impartial and evidence-based monitoring of the oranga tamariki system. The formal objectives of our monitoring and advice are to:

• assess how the oranga tamariki system supports the rights, interests, and wellbeing of tamariki, rangatahi and whānau experiencing the system

• assess whether powers used under the Oranga Tamariki Act 1989 are being used appropriately and consistently

• support public trust and confidence in the oversight of the oranga tamariki system

• drive continuous improvement by identifying areas of high performance and areas for improvement in the oranga tamariki system

• inform understanding of the oranga tamariki system and its interface with other systems

• support decision making.

We are one of three oversight system agencies

We work with the Ombudsman and the Children’s Commissioner to provide collective oversight of the oranga tamariki system. The Oversight Act and the Children’s Commissioner Act 2022 set out the three agencies’ roles and responsibilities for advocacy, monitoring, complaints and investigations of the oranga tamariki system. The way we work together ensures there is no wrong door for tamariki, rangatahi or whānau seeking help.

Collaboration is essential to improving outcomes for tamariki and rangatahi known to the oranga tamariki system, whether for care and protection or youth justice concerns. We meet regularly with our oversight partners at both operational and executive levels to inform and co-ordinate work programmes. We plan activities together, share information on key issues and each use our own tools and powers to uphold the rights, interests and wellbeing of tamariki and rangatahi who are receiving, or have previously received, services or support through the oranga tamariki system.

How we work

Our monitoring approach is grounded in a robust evidence-based methodology. We combine information gathered from the communities we visit and data from the agencies we monitor. We strengthen the reliability of our analysis and guard against potential bias through a structured assessment approach, methodology, coding framework and quality assurance processes.

The insights we share through our reports are intended to drive continuous improvement across the system and support better, fairer outcomes for tamariki and rangatahi. We also prepare summary documents that share what we heard with those we engaged with on our community monitoring visits. Our community share backs are available to read and download on our website.¹

Delivering on our strategic priorities

For the 2025/26 year, Aroturuki Tamariki continued working towards the strategy set out in our 2023–2027 Statement of Intent. This strategy provided a stable framework for our work while legislation progressed to make us an independent Crown entity. In 2025/26, our focus was establishing the systems, policies and processes needed to operate as an independent Crown entity. This included setting up separate finance and human resources systems and putting governance support in place for our new three-person Board. In early 2026, we worked with our Board to develop our new 2026–2030 Statement of Intent. This was published in June 2026, and we will start to report against this in our 2026/27 annual report.

Our four strategic priorities and the outcomes we seek through our monitoring are summarised below. These are from our 2023–2027 Statement of Intent. This will be the last year we report against these priorities.

Detail on our progress in 2025/26 is provided in the following pages. Our performance approach and measures are set out at the end of this section. The full outcomes framework is in our 2023–2027 Statement of Intent.

How we delivered on this priority over the year

We combined what we heard in the communities with the data we collected to develop insights into what is working well, and what isn’t, for tamariki and rangatahi in the oranga tamariki system. Our monitoring approach is evidencebased with a robust methodology. We guard against potential bias through our assessment approach, coding framework and processes for coding, quality assurance and review.

Refining our methodology

This year, we reviewed our monitoring approach to better influence meaningful change. After 3 years of monitoring the wider system, we have a solid understanding of what is working well and what needs improvement. For our visits in 2026/27, we made the decision to shift from broad monitoring to more targeted work focused on key areas. This will help us make better use of the data and insights available and ensure each report adds deeper understanding of the oranga tamariki system.

For our monitoring in 2026/27, we have agreed that our first two focus areas will be access to education and the impact of changes to the Oranga Tamariki practice approach. Our Tāmaki MakaurauCloseTāmaki Makaurau
AucklandView the full glossary monitoring visit will pilot this new monitoring approach and it will be reviewed if needed for our remaining 2026/27 visits.

Strengthening how we manage and analyse information to deliver greater insights

This year, we reviewed our coding and analysis process guided by input from external experts. This identified welldesigned and robust processes that required some streamlining of our coding approach to improve efficiency. We have begun implementing the recommendations so they are in place for our monitoring visits in the 2026/27 year.

We continued working with the Social Investment Agency (SIA) to include longer-term indicators in our reports. These indicators use information from the Integrated Data Infrastructure (IDI) – a Stats NZ database that lets us track outcomes over time and compare outcomes for groups of tamariki and rangatahi involved in different parts of the oranga tamariki system.

This work has expanded the range of data we use and built on our partnership with SIA, which began in 2023/24. We will expand the use of longer-term indicators in future reports. We also worked with SIA to upskill one of our data analysts to make better use of IDI information in our analysis and reporting.

We published three reports that improved understanding of the system and started to influence change

As required by the Oversight Act, we provided our final monitoring reports to Ministers, agencies subject to those reports and our oversight partners. All our reports were published on our website² and presented to Parliament by the Minister for Children. Two of these reports were annual requirements under the Oversight Act and one was an owninitiative review.

In 2024, we reported on the actions taken in response to Dame Karen Poutasi’s 2022 review of how agencies identified and responded to suspected child abuse following the death of a young boy in 2021. At that time, none of Dame Karen’s 14 recommendations had been implemented other than the recommendation that we monitor progress. We decided to follow up a year later.

In February 2026, under section 26 of the Oversight Act, we published our second review, Towards a stronger safety net to prevent the abuse of children. The review reported on progress by the nine agencies responsible for actions from Dame Karen’s report and the actions identified by government agencies to prevent abuse of children at the hands of their carers.

We assessed progress at both system and agency level. We engaged with Oranga Tamariki, Ara Poutama Aotearoa | Department of Corrections, NZ Police, Te Manatū Whakahiato Ora | Ministry of Social Development, Te Tāhuhu o Te Mātauranga | Ministry of Education, Manatū Hauora | Ministry of and Health and other government agencies, early childhood education providers and non-government organisations. We also considered agency information on child death reviews completed in the past 4 years.

Our review found there had been little substantive progress in implementing the recommendations. Just before we finalised this second review, the Government accepted all remaining recommendations made by Dame Karen. Agencies have also started to address training needs in the identification of abuse as well as establishing an inter-agency hub at the Oranga Tamariki National Contact Centre to better identify tamariki and rangatahi that need support or to be kept safe when their parents are taken into custody.

In March 2026, under section 23 of the Oversight Act, we published our fifth annual Experiences of Care in Aotearoa In June 2026, under section 24 of the Oversight Act, we published our second annual report on outcomes for tamariki and rangatahi Māori and their whānau in the oranga tamariki system for 2024/25. This report pointed to missed opportunities to respond earlier and more effectively to care and protection concerns for tamariki and rangatahi Māori. Alongside these three reports, we began preparatory work on our first state of the oranga tamariki system report. This report is required at least once every 3 years under section 22 of the Oversight Act and will be published in 2026/27.

Agencies subject to our reports made commitments to improve

Under section 30 of the Oversight Act, chief executives of agencies that are the subject of our final reports must respond in writing. Their responses must set out what the agency intends to do in response to our findings, the timeframes for making any changes and how the impact of those changes will be monitored.

This is one of our levers to convert monitoring findings into action. It requires agencies to make clear, tangible commitments in response to our reports. It is also a performance measure under the Independent Children’s Monitor appropriation within Vote Social Development. All agency responses, including those received between 1 July 2025 and 30 June 2026, are published on our website.³

All 13 agencies subject to our reports provided formal responses. One agency submitted its response to Experiences of Care in Aotearoa 2024/25 after the required deadline. Another agency’s response to Outcomes for tamariki, rangatahi and their whānau in the oranga tamariki system 2024/25 did not fully meet the requirements of section 30 of the Oversight Act. We advised the agency of this and requested a revised response that complied with the statutory requirements.

The Oversight of Oranga Tamariki System Legislation Amendment Act 2025 introduced a new requirement for agencies covered by our annual Experiences of Care in Aotearoa report. These agencies must now provide a progress update 4 months after their original response, showing how they are tracking against the changes they have committed to. This new requirement was introduced following our 2023/24 report, which found no improvement in compliance with the National Care Standards Regulations for the fourth year in a row. The first progress updates were provided in June 2026. These updates are also published on our website.⁴

During 2025/26, we prepared for this new requirement by clarifying expectations with agencies, following up on their previous commitments and preparing to publish the updates on our website once received. We also set out clear expectations for the scope and content of section 30 responses and progress updates.

In some instances, we went back to agencies and directed them to improve their responses so they met the requirements of section 30 of the Oversight Act. The response must be clear in the changes they would make, the timeframes for those changes and how progress would be monitored.

We report on agencies’ progress against the commitments they make in response to our findings through subsequent monitoring and reporting. To support transparency and accountability, we also maintain and publish a register of agency commitments and provide progress updates.

Agency commitments made in response to our 2024/25 reports

Oranga Tamariki and NZ Police provided responses to our Outcomes for tamariki and rangatahi Māori and their whanau in the oranga tamariki system 2024/25 report.

Oranga Tamariki largely pointed to existing work programmes to improve how it responds to the needs of tamariki and rangatahi involved in the oranga tamariki system such as:

• Enabling Communities –to shift resources and decision-making closer to iwi and Māori communities
• Integrated and Safe Care Response work programme – a 4-year programme to ensure all tamariki and rangatahi are safe, supported and receive tailored care
• Professionalising the Residential Workforce work programme – to strengthen leadership and improve workforce capability in Oranga Tamariki residences
• embedding the new Oranga Tamariki Practice Approach
• youth justice programmes – Fast Track, Oranga Rangatahi, supervision with activity, and youth mentoring
• National Care Standards Action Plan – to improve compliance in 10 key areas
• upgrading ethnicity data recording
• continuing a multi-year programme to replace its case management system.

NZ Police made commitments to:

• enable reports of concern to be submitted via police smartphones
• continue to participate in the interagency hub focusing on dependent children of incarcerated sole carers
• progress recommendations from Te Mana Arotake | Audit Office review of Police use of alternative actions
• expand the use of AWHI⁵ a tikanga-based voluntary referral for people aged over 16 for support from a wellbeing service provider in their community
• establish a means to evaluate the impact of alternative actions
• implement new youth justice quality assurance activity, expected to improve ethnicity recording.

In response to the findings of our Experiences of Care in Aotearoa 2024/25 report, agencies made commitments such as:

• making the care status of children and young people in care visible to those working in the health system
• improving information sharing and guidance to support educational attendance, engagement and achievement
• providing training to Oranga Tamariki social workers to increase capability and better support children with mental health and addiction needs
• reviewing processes for dealing with allegations.

Oranga Tamariki commitments were predominantly related to its National Care Standards Action Plan – a plan to improve the agency’s compliance with the National Care Standards Regulations across 10 focus areas. In its 4-month progress update, Oranga Tamariki identified early indicators of improvement in assessment and planning practices.

The review Towards a stronger safety net to prevent abuse in children resulted in the agencies subject to the report making a range of joint and individual commitments. Agencies jointly committed to implement the recommendations of Dame Karen Poutasi’s 2022 review. Oranga Tamariki, MSDCloseMSD
Ministry of Social DevelopmentView the full glossary, Te Whatu Ora | Health NZ, NZ Police, the Department of Corrections and the Ministries of Social Development, Health and Education are also working together as part of an inter-agency hub to provide an improved safety net for around 2,000 children each year whose sole parent (or sole carer) is remanded in custody or sentenced to imprisonment.

Sharing back with communities we visit

After visiting communities, we share back what we heard. This acknowledges the time and contribution of tamariki, rangatahi, caregivers, whānau and professionals who took part. It helps validate what we heard and gives professionals and agencies working in the system clearer insight into what is working well, what is getting in the way and where improvement is needed.

Between 1 July 2025 and 30 June 2026, we shared back with communities in Waikato, lower South Island, and East Coast, Hawke’s Bay and Wairarapa. We also held well-attended share back hui to present key findings with kaimahi from iwi and Māori social services providers, non-government organisations, Ministry of Education, NZ Police, Oranga Tamariki and regional cross-agency leadership groups and public service leads.

After each share back, we surveyed recipients to understand how they found our monitoring visit and how useful the share back was to their work. We use the information we gather to improve how we work. After our visits we heard:

• respondents valued the opportunity to meet other providers in their region and gave positive feedback about our team and how they engage
• 88 percent of respondents found the written share back useful to their work and 35 percent have already made, or plan to make, changes as a result of what we shared with them
• respondents rated the time spent with us and reports we produce as contributing to positive change, 3.9 out of 5.

In addition to the written share backs, we often hear that the hui we facilitate help kaimahi from different agencies connect at a community level. We are considering how future hui can allow more time for connection and discussion.

“I found [the share back hui] to be incredibly beneficial. We had quality kōrero and built connections. We established a better understanding of the work each other does in their roles. In the short time we were together, we developed a shared vision for the future of our tamariki.” EDUCATION KAIMAHI

How we delivered on this priority over the year

Every 3 years, our monitoring teams visit 10 regions across Aotearoa to hear from tamariki and rangatahi, their whānau and caregivers, and the professionals who support them. In engaging with them, we try to understand the quality of services being delivered, identify examples of good practice and highlight opportunities for improvement. We engage broadly so our monitoring reflects the full range of services and supports provided under, or in connection with, the Oranga Tamariki Act 1989. 

Engaging with communities

When we plan and visit a community, we follow our monitoring phases. These guide how we engage and how we acknowledge the tikanga of each community.

In the 12 months to 30 June 2026, we spoke with more than 1,400 people. We also held share back hui in Te Tai Tokerau, marking the end of the visit we started in the first half of 2025.

Our three monitoring visits for 2025/26 were held in:

• Waikato
• lower South Island
• East Coast, Hawke’s Bay and Wairarapa.

In our 2025/26 monitoring visits, we engaged widely, including with tamariki and rangatahi and professionals from 40 group homes, of which 15 provide specialised disability support. We also visited one secure residence and two family and group homes, including homes specialising in disability support. As part of our follow-up review of the implementation of Dame Karen Poutasi’s recommendations, we also visited men’s and women’s prisons and spoke with sole parents of dependent children and Corrections staff.

We attended and spoke at a range of symposia and conferences. These included Whakamanawa 2025 – the Social Service Providers Aotearoa annual sector symposium; the Mokopuna Ora conference in Hamilton hosted by Waikato- Tainui; the inaugural VOYCE Whakarongo Mai conference, Kōkiri – The Future Speaks; and the 2025 Australia and New Zealand School of Government (NZSOG) conference in Brisbane. At ANZSOG, our Chief Monitor and Chief Advisor presented on effective monitoring to enable transformation in Indigenous communities and heard how other jurisdictions are approaching this work.

Improving our practice

In mid-2025, we established a new Practice Specialist team to support quality assurance and continuous improvement in our monitoring practice. The team developed a practice framework to guide consistent, high-quality monitoring and a work programme to review key elements of practice. It also identified opportunities for training and new resources.

For example, we have always used what tamariki, whānau and caregivers tell us about access to services and any barriers they have experienced to inform the pātai (questions) we ask system agencies. In 2025/26, we further refined our monitoring engagement model to support earlier discussion of issues identified through monitoring. We then bring kaimahi from Oranga Tamariki, Police, Education and Health together to discuss opportunities to strengthen interagency co-operation and reduce silos between agencies.

The Practice Specialist team also supported professional development for our monitoring kaimahi and developed tools and resources to strengthen engagement with disabled children and children under 5.

We trialled the new approach to engaging with those with disabilities and the professionals working with them. This involved testing new decision-making tools to support engagement planning and resource allocation. This work will ensure we gather the appropriate information to better inform our insights into disabled tamariki and rangatahi.

Equity analysis

To assess equity across the system, we analysed information from our monitoring visits, alongside data from agencies that provide services and support under the Oranga Tamariki Act and agencies working with tamariki, rangatahi and their whānau. This analysis helped us to:

• identify trends and changes, including whether new initiatives or practices are improving access to services and the quality of support for tamariki
• assess whether impacts are equitable for different groups of tamariki, including tamariki Māori and disabled tamariki
• understand how agencies are complying with the National Care Standards Regulations across the population of tamariki and rangatahi those regulations apply to
• understand the extent to which tamariki and rangatahi have equitable opportunities to have their voices heard.

Expanding our understanding of outcomes for tamariki Māori and non-Māori

We continued working with the Social Investment Agency to build a clearer understanding of outcomes for Māori who are, or have been, involved with the oranga tamariki system.

Our outcome indicators help us understand what is happening over time, compare outcomes for different groups involved in the system and identify disparities for disabled tamariki and rangatahi, including how these intersect with ethnicity.

This year, we expanded the data to include additional age groups. We also worked with the Social Investment Agency to develop a dashboard that will help us track changes in these outcomes over time. We now have kaimahi that are trained and able to work directly in the Stats NZ Integrated Data Infrastructure so we are able to independently update the dashboard each year.

Information requests

Under the Oversight Act, we can request data and information from any agency that delivers services or support to tamariki, rangatahi and their whānau in the oranga tamariki system. These requests include data and information about policies, practices, funding and staffing. We actively work with agencies and organisations to support the delivery of information we request.

We made 11 requests to agencies for data and information, which informed the analysis and insights in our reports.

• For our Experiences of Care in Aotearoa 2024/25 report, Oranga Tamariki, Open Home Foundation, Barnardos and Kōkiri Marae shared their assessment of areas of concern and instances of non-compliance and outlined how they intend to improve compliance with the National Care Standards Regulations and enhance their internal monitoring processes.
• For our follow-up review of Dame Karen Poutasi’s recommendations, agencies subject to those recommendations provided progress updates.
• To support Oranga Tamariki with supplying information, our Data and Insights team met regularly with their subject matter experts. This included a series of workshops to rationalise the information request. We also hosted representatives from some Oranga Tamariki specialist teams to explain their work programmes, so we can be more focused in the information we request from them.

How we delivered on this priority over the year

We have a particular focus on whether outcomes for tamariki and rangatahi Māori and their whānau are improving. This is a requirement in our legislation and is central to our monitoring because around twothirds of tamariki and rangatahi in care identify as Māori.

Te Kāhui, our Māori advisory group, convenes formally every 2 months. Te Kāhui provides expert advice and guidance on our priorities, work programme and monitoring approach. This helps us monitor and report in ways that reflect the experiences of tamariki and rangatahi Māori, their whānau and communities, and supports improved outcomes. In 2025/26, Te Kāhui provided advice in relation to our obligations under the Oversight Act, including te Tiriti o Waitangi | Treaty of Waitangi. Its members are Māori leaders with experience and knowledge of tamariki and rangatahi rights and issues within the oranga tamariki system.

Over the past year, we expanded the information we share with hapū, iwi and Māori organisations. In 2025/26, we started producing iwi dashboards on request, including bespoke dashboards for Ngāpuhi and Te Nehenehenui Trust.

Annual report on outcomes for tamariki and rangatahi Māori and their whānau

On 9 June 2026, we published our second annual report on outcomes for tamariki and rangatahi Māori and their whānau.

The report helps build understanding of what life is like for Māori who are, or have been, involved with the oranga tamariki system. In partnership with the Social Investment Agency, and with advice from Oranga Tamariki strategic partners and Te Kāhui, we developed outcome indicators across education, health and wider wellbeing.

Last year’s report included indicators for people aged 0–17 and 27–30. This year, we added indicators for those aged 18–25. These help show how life is going for people who have recently left the oranga tamariki system or may still be receiving support.

The 2024/25 report also compared some outcome indicators for Māori and non- Māori involved with Oranga Tamariki. This showed that Māori are over-represented in the oranga tamariki system and that those who are involved have higher unmet care and protection needs and worse outcomes than non-Māori who are also involved in the oranga tamariki system.

Under the Oversight Act, we must also report on Oranga Tamariki strategic partnerships with iwi and Māori organisations. For the 2024/25 report, we included three iwi initiatives supported through these strategic partnerships: Mahuru, led by Ngāpuhi Iwi Social Services; Te Pūkāea, led by Te Tohu o Te Ora o Ngāti Awa; and Hapori, led by Te Rūnanga o Toa Rangatira in partnership with other community providers.

Reflecting the tikanga of the community

During planning for each regional monitoring visit, we identify mana whenua and key Māori connections in that region and connect with them before monitoring starts to recognise their status and build effective working relationships.

Before each visit, our monitoring teams are briefed on relevant tikanga in the rohe so they can respond appropriately. For our visit to East Coast, Hawke’s Bay and Wairarapa, this included re-establishing connections with iwi and Māori organisations in the East Coast region after the 2023 visit was cancelled because of Cyclone Gabrielle.

In 2025/26, we developed an engagement tool to help with monitoring visit planning to ensure we meet the objectives of our relationship model for engaging with mana whenua, iwi, hapū and Māori organisations. This model guides how we establish and maintain relationships and identify what arrangements are needed and how best to engage during monitoring visits. It also helps clarify how iwi provider arms and Māori organisations want us to engage with their staff, both initially and over time.

In 2025/26, in advance of our monitoring visit to East Coast, Hawke’s Bay and Wairarapa, we met with Ngāti Kahungunu ki Wairarapa Tāmaki nui-a-Rua Settlement Trust. We also met with representatives from Kāti Huirapa Rūnaka ki Puketeraki in Dunedin and Ōraka-Aparima Rūnaka in Invercargill in relation to our monitoring visit to the lower South Island.

We also met with Ngāpuhi Iwi Social Services to discuss providing them with Ngāpuhi data specifically for tamariki and rangatahi in the oranga tamariki system. We met with the Eastern Bay of Plenty Iwi Alliance – an Oranga Tamariki strategic partner that featured in our 2024/25 Outcomes for Māori report.

"Very effective to see the work completed from the visits to all our rohenga. Sometimes you lose faith that when data is collected it never goes anywhere and is not provided back face to face. Appreciated the team whanaungatanga and relationship building to ensure we were kept updated and next steps. Was good to see that this government organisation valued us and our whānau on the ground enough to have us be very much part of the process. Ngā mihi nui ki a koutou katoa.” IWI OR MĀORI SOCIAL SERVICE PROVIDER KAIMAHI

How we delivered on this priority over the year

Collaboration is essential to improving outcomes for tamariki and rangatahi in the care and justice system. We work with the Ombudsman and the Children’s Commissioner to provide collective oversight of the oranga tamariki system.

We work together to ensure the oversight system is well understood and that there is “no wrong door” for tamariki, rangatahi and whānau. We also meet individually as needed. Under section 7 of the Oversight Act, all three agencies have a duty to work together to minimise the impact of monitoring on tamariki in residences. To support coordination, we share our planned regional visits with the Children’s Commissioner and the Ombudsman.

Staying connected for individual and collective influence

In 2025/26, we held regular hui with oversight partners at both operational and executive levels, collaborating on key issues when identified. Our reports helped inform advocacy by the Children’s Commissioner, and we briefed both the Children’s Commissioner and the Ombudsman ahead of publication of our reports to support their use of our findings to call for improvements in the oranga tamariki system.

To maximise our collective influence and advocate for change, we held a joint press conference ahead of the publication of our report Towards a stronger safety net to prevent abuse of children and published a joint statement calling for faster change to keep children safe.⁶ We worked with the Children’s Commissioner on a joint media statement in response to the Oranga Tamariki Safety of Children in Care Annual Report published in October 2025, which showed another increase in abuse in state care.⁷ We also supported the Dear Children campaign, launched by the Children’s Commissioner and her team in December 2025, calling for all New Zealanders to take a role in protecting a child’s right to safety.

In February 2026, the three oversight agencies jointly presented about the role of the oversight system at the VOYCE Whakarongo Mai conference, Kōkiri – the Future Speaks.

Co-ordinated monitoring

We worked with the Children’s Commissioner to follow up issues identified through Optional Protocol to the Convention Against Torture (OPCAT) monitoring and shared relevant findings from our own monitoring. We also worked with the Ombudsman prior to residence visits to address issues arising from complaints. Insights from complaints and recommendations were tracked through our monitoring to assess implementation and impact.

Strategic activities and oversight We continued joint efforts to improve understanding and influence of the oversight system across the sector, including through presentations and shared engagement activities. The three agencies contributed to sector forums, including Whakamanawa 2025 – the Social Service Providers symposium. We also jointly visited the pilot inter-agency hub that co-locates key children’s agency staff at the Oranga Tamariki National Contact Centre.

At a system level, following our earlier work with the Children’s Commissioner to seek clarification on Oranga Tamariki contracting decisions, in December 2025, we appeared together before the Social Services and Community Select Committee on the Auditor-General’s report into the management of those decisions. In early 2026, our Board sought input from the Children’s Commissioner and the Ombudsman on our new strategy as an independent Crown entity and identified some mutual areas of ongoing focus. We agreed three joint priorities for year ahead (2026/27) of:

• disabled tamariki and rangatahi in the oranga tamariki system
• the front door to Oranga Tamariki (including the new multi-agency hub)
• building trust with Oranga Tamariki.

Publishing our Information Rules

Section 49 of the Oversight Act requires us to have Information Rules relating to the collection, use and disclosure of information. These support the performance of our monitoring function and protect the privacy of children, young people, their families and whānau.

We contracted a privacy law specialist to draft Information Rules in line with the requirements of the Privacy Act 2020 and the Oversight Act and conducted consultation on them as per section 49 of the Oversight Act. On 14 November 2025, we published the Information Rules on our website⁸ and provided them to the Gazette for publication. They were then presented by our Minister to the House of Representatives in accordance with section 114 of the Legislation Act 2019.

Equal opportunities

We are committed to supporting strong equal employment opportunities (EEO) across the organisation. Our EEO policy is available on our intranet and is supported by actions that:

• build kaimahi understanding of te ao MāoriClosete ao Māori
  The Māori worldView the full glossary and other cultural values
• support kaimahi career development through our professional development framework, Whakapuāwai
• enable kaimahi to take part in Te Aratiatia Leadership Programme for aspiring Māori and Pacific leaders
• ensure our recruitment processes are fair, robust and reflect our EEO commitments
• support whānau-friendly and carerfriendly ways of working, guided by Public Service Commission flexible working guidance and our life/work balance policy
• provide development opportunities, clear policies and robust processes to help kaimahi progress into senior roles
• promote a respectful and professional workplace through our positive behaviour in the workplace policy.

Diverse and inclusive leadership

Women hold 80 percent of our tier three leadership roles and 100 percent of our tier two leadership roles. Māori kaimahi hold 40 percent of our tier three leadership roles, and Pacific kaimahi hold 10 percent. We are continuing to look for ways to attract, develop and retain Māori and Pacific leaders.

Pay gap

Aroturuki Tamariki has a gender pay gap of 4.3 percent in favour of females. We regularly review our human resources and remuneration policies to ensure they are inclusive, equitable and reflect best practice.

We use a structured, step-based remuneration system and take a total remuneration approach. Our salary ranges and steps are available on our intranet.

Addressing bias

All kaimahi complete unconscious bias training. This includes access to an online learning module and the option of faceto- face learning sessions. New kaimahi complete the understanding unconscious bias module as part of onboarding and receive further training during induction.

Flexible working

We follow the Public Service Commission flexible working guidance, including guidance on working from home. Flexible working may include different hours, locations or leave patterns, or arrangements that support whānau needs. We ensure flexible working does not affect service delivery or the effectiveness of our work. Working flexibly does not affect career progression or pay.

Twelve of our kaimahi work part-time. The remainder work full-time, meaning 37 hours and 55 minutes or more (or 40 hours or more for managers and senior specialists) per week.

Māori language and cultural capability

Our Te Ao Māori Development Pathway sets out our reo Māori competency levels and the support available to kaimahi to strengthen their skills. This helps kaimahi engage effectively when working with communities. We offer:

• weekly te reo Māori lessons, delivered online by an external provider, with 22 kaimahi attending our level 2 and level 4 lessons in 2025/26
• the opportunity to complete te reo Māori classes with an external provider as part of individual professional development plans
• informal sessions to help kaimahi practise te reo Māori, including karakia, waiata and everyday language
• the use of karakia and waiata in team meetings and organisational events
• an allowance to recognise competency in te reo Māori.

Health, safety and wellbeing

We actively manage health, safety and wellbeing across the organisation. Our approach includes identifying and managing risks, supporting physical and mental wellbeing and promoting safe work practices. Our Health, Safety and Wellbeing Committee has 15 kaimahi and meets every 2 months. Kaimahi help shape responses to health and safety issues and are supported with the tools, training and resources they need to work safely and confidently.

Our approach includes:

• identifying and managing risks
• supporting safe and healthy ways of working
• supporting mental and physical wellbeing
• involving kaimahi in health and safety discussions and solutions
• providing tools, training and resources to support a healthy and safe work environment.

We provide training and development to build awareness and capability. This includes e-learning modules, external courses such as driver training for kaimahi who need to drive for work, first aid training and other role-specific training where risks may be higher. In December 2025, an external specialist delivered training on the neuroscience and behavioural effects of trauma, including how to respond and engage in situations of heightened stress.

Our reporting systems make it easy and safe for kaimahi to report hazards, incidents, injuries and wellbeing concerns. This supports continuous improvement and helps ensure we meet relevant legislative and regulatory requirements.

The health and wellbeing of our people is a key priority. We understand that workplace wellbeing contributes to everyone’s overall wellbeing. It also supports better relationships, stronger practice and productivity. Our Wellbeing Strategy describes the services and supports available to kaimahi, including an employee assistance programme. It takes a holistic approach, is underpinned by our organisational values, and supports a culture where people feel engaged, supported, valued and safe.

In 2025/26, we updated our intranet health and safety information, reviewed related policies and streamlined incident reporting. We also trained kaimahi to use the new systems and processes.

Employee networks

Te Rōpū Māori

Te Rōpū Māori provides a space for kaimahi to connect through whakawhanaungatanga and support one another and the wider organisation. The rōpū meets regularly and offers both collective and individual perspectives through a Māori lens. It provides advice on tools, monitoring approaches, organisational policy and practice that incorporate tikanga Māori. In 2025/26, Te Rōpū Māori met with Te Kāhui to discuss how we support cultural capability and to strengthen an integrated bicultural approach in policies and everyday practice.

Pacific Collective

The Pacific Collective helps strengthen Pacific voice across our work and supports policy and practice that reflect Pacific approaches. This includes supporting effective engagement with Pacific children, young people, their aiga, kāingaClosekāinga
Address, residence, village, settlement, habitation, habitat, dwellingView the full glossary and anau.

Rōpū te Taiao

Rōpū te Taiao, our environmental group, meets quarterly to explore how we can reduce our carbon footprint and how kaimahi can better care for the environment. The group promotes action across the organisation through regular internal news articles on reducing organisational and personal carbon emissions. It has also introduced office guidance on reducing waste to landfill, choosing low-emission commuting options and reducing electricity use.

Building on our Public Service census results

The Public Service Census was completed in March 2025, with results released during the 2025/26 financial year. Our results were positive. We achieved an employee engagement index of 0.88 out of 1 compared with 0.77 across the wider public service. Following the survey, the Commission required agencies to develop an action plan setting out strengths and opportunities for improvement.

Our improvement areas focused on strengthening collaboration and communication across teams to reduce siloed ways of working, improving policies so complaint processes and related leadership responsibilities are clearer and building kaimahi capability to use artificial intelligence safely and effectively.

This year, we:

• implemented opportunities for greater collaboration and communication between teams at all levels in the organisation
• reviewed our complaint processes, including bullying and harassment prevention and response
• provided organisation-wide bullying and harassment prevention and response training
• trialled an artificial intelligence tool, supported by training, before organisation-wide roll-out.

Governance

Our Board

On 1 August 2025, we became an independent Crown entity and our inaugural Board was established. Our Board governs our operations in accordance with the Crown Entities Act and Oversight Act. They ensure we meet our monitoring responsibilities and that our performance meets their expectations, and those of the Minister, Parliament and the public. Board members have knowledge and experience of the oranga tamariki system, quality assurance and data governance.

Dr Angela (Ang) Jury – Chair

Ang is an experienced senior leader in the non-governmental sector, with extensive expertise in managing complex relationships, change management, performance monitoring, and analysis and research. Ang has dedicated over three decades to supporting women and children affected by domestic and family violence in New Zealand, stepping down as Chief Executive of the National Collective of Independent Women’s Refuges in December 2025. Ang has served on two government data groups, which, along with her research oversight in her prior Chief Executive role, provide her with a strong understanding of data governance. Ang’s experience gives her a thorough understanding of the oranga tamariki system.

Reverend Murray Edridge

Murray is currently Wellington City Missioner. He is an experienced senior leader in both the public and nongovernmental sectors, including 8 years as Chief Executive of Barnardos New Zealand. Murray has a finance and corporate systems background, with extensive experience in change and relationship management, public accountability and quality assurance. Through his current and past roles, Murray has a thorough understanding of the oranga tamariki system.

Hon Jo Goodhew

Jo has held a range of health and community sector governance roles, including a current role as Chair of Presbyterian Support South Canterbury. She is an experienced senior leader, including 5 years as a Minister holding diverse portfolios. Jo has a strong understanding of the oranga tamariki system, governance and quality assurance.

Conflicts of interest

The organisation actively manages conflicts of interest. All Board members must disclose relevant interests and actual, potential or perceived conflicts of interest. These are regularly reviewed, recorded and considered at all Board meetings.

Insurance

The Crown Entities Act 2004 contains a standard regime for immunity, indemnities and insurance for Board members. The organisation has also obtained directors and officers liability insurance for Board members and kaimahi.

Board meetings, attendance and fees

The organisation hosted two induction sessions for new Board members following their appointment – one after the appointment of the chair from 1 August 2025, and one after the appointment of remaining two members from 1 November 2025.

The Board held six ordinary meetings during the year. The first two being prior to the appointment of the two remaining Board members. It also held one joint strategy workshop with representatives from Te Kāhui, the Children’s Commissioner and the Ombudsman. The Board does not currently operate any committees or sub-committees.

Key governance activities

In its inaugural year, the Board:

• established governance arrangements and policies and provided oversight of key operational activities, as we transitioned to become an independent Crown entity
• established arrangements for working in partnership with Te Kāhui
• worked alongside Te Kāhui and oversight partners to develop our strategic intentions
• approved key accountability documents including our statements of performance expectations for 2026 and 2027 and our 2026–2030 Statement of Intent
• approved the continued use of our existing Code of Ethics and approved Information Rules for publication as secondary legislation
• provided guidance on our AI implementation strategy, security and privacy controls and practice
• provided advice as we finalised our 2024/25 reports and approved the scope for our 2025/26 report focus areas
• each attended a share back to meet and hear from the communities we visited during our monitoring engagements. In addition, the Board Chair:
• met with Ministers to discuss our reports
• issued letters to agencies following publication of our reports requesting information about how they intend to respond to our findings, including timeframes for change and how the impact of any changes will be monitored.

Carbon emissions

We are committed to reducing our carbon emissions and impact on the environment. Managing our greenhouse gas emissions is a key consideration in our operational decisions and we are always looking for ways to maximise energy savings throughout our organisation.

We continue to work towards our emissions reduction plan and gross emissions reduction targets in line with global emissions that limit warming to no more than 1.5°C that were set in 2024/25. In 2025/26, we switched all offices to Ecotricity – an electricity supplier that uses 100 percent renewable, climate positive wind, hydro and solar sources. We also upgraded all office lighting to LED to reduce electricity consumption. This change led to a reduction in electricityrelated consumption. In contrast, travelrelated emissions increased. This reflects organisational changes following our establishment as an independent Crown entity. During the year, we recruited additional kaimahi to support new finance, governance and corporate functions, increasing travel associated with onboarding, collaboration and organisational activities. Travel by our newly appointed Board also contributed to higher emissions, as members were introduced to the organisation, engaged with kaimahi and stakeholders and attended key community engagements to support their governance role. Additionally, our Chief Monitor and Chief Advisor travelled to Australia to present at a conference. As a result, travel activity increased even as emissions from most other sources declined.

Our full 2025/26 emissions figures can be seen in the following table.

* Location-based method that accounts for purchased power consumption.
** Market-based method that accounts for supplier emissions. Our supplier, Ecotricity, uses exclusively 100 percent renewable, climate positive wind, hydro and solar sources.