How Oranga Tamariki works with tamariki and rangatahi Māori and their whānau
In 1988, the report Pūao-Te-Ata-Tū51 outlined the need and reasons for significant cultural change in government departments that deliver social services. Subsequent reports have re-emphasised the need for a change in the way government works with Māori and that, unless this change occurs, improved outcomes will be limited.
"At the heart of the issue is a profound misunderstanding or ignorance of the place of the child in Māori society and its relationship with , , structures.”52
Since Pūao-Te-Ata-Tū, many programmes across agencies have aimed at changing this. For the purposes of this report, we have focused on Oranga Tamariki efforts to build cultural capability and the way it works with Māori.
The Oranga Tamariki Act promotes the wellbeing of and Māori and their whānau and requires that services are established, promoted and coordinated to affirm tamaiti, centre on tamariki and rangatahi rights, advance their wellbeing, address their needs and provide for their participation in decision making. These services are required to be culturally appropriate and competently provided.
Each year since the introduction of section 7AA in 2019, Oranga Tamariki has published a report. The most recent is for the reporting period of 1 July 2023 to 30 June 2024.53
Oranga Tamariki has an Outcomes Framework,54 Mana Tamaiti Objectives and Measures,55 Quality Assurance Standards,56 and the Oranga Tamariki Action Plan57 to support section 7AA requirements. It has also developed measures for reducing disparities that are being tracked over time.
Oranga Tamariki has established and grown strategic partnerships with iwi and Māori organisations and providers. It has also progressed several Enabling Communities initiatives aimed at increased iwi participation and ownership in the delivery of services to tamariki and rangatahi Māori and their whānau. This report features three of these partnerships, and we will report on the others in future.
Oranga Tamariki has also had a focus on building kaimahi cultural capability and connections with . This includes implementing training and a practice shift aimed at working in a more culturally responsive way. While improving cultural capability is a step in the right direction, it will only take outcomes so far. In our monitoring and consistent with our latest Experiences of Care report,58 we heard how barriers within Oranga Tamariki are preventing full implementation of its intent – for example, social workers not having resources and time to carry out careful and comprehensive social work practice, facilitating and resourcing FGCs appropriately and partnering with iwi, Māori and community providers to help put supports for whānau in place.
Recent changes to funding and contracts are impacting on relationships between some iwi and Māori providers and Oranga Tamariki. We have also heard about the impact this is having on tamariki and rangatahi Māori and their whānau accessing services they need. These changes also risk undermining progress Oranga Tamariki has made with its strategic partnerships and Enabling Communities initiatives.
Ultimately, the success of the Oranga Tamariki strategies and frameworks (outlined in this section) will be measured in positive shifts in the data over time – for example, a reduction in tamariki and rangatahi Māori being renotified to Oranga Tamariki and, for those that are, an improved response and outcomes. This is yet to happen, and most concerning is that disparities for tamariki and rangatahi Māori in the system persist.
"There is a saying – more hands make light work. Getting the right people from the whānau and iwi – makes it easier to get a plan together.”
KAIRARANGA-A-
Our legislation requires us to report on the strategic partnerships that Oranga Tamariki has with and Māori organisations. Strategic partnerships are one of the ways Oranga Tamariki works to improve outcomes for and Māori and their .
As part of a wider approach to working with whānau Māori, Oranga Tamariki has 10 strategic partnerships in place with iwi authorities and Māori organisations and providers.
As with other iwi and Māori organisations and providers, strategic partners can be better placed to support whānau Māori. Reasons for this include the ability to build lasting and trusting relationships with whānau, particularly where whānau have the same iwi affiliation and iwi involvement is lifelong.59 Iwi and Māori organisations and providers can also provide more flexible, holistic and culturally appropriate support than government agencies. They can often work alongside whānau, responding to their circumstances (whatever they are), and can also focus on long-term, intergenerational needs. They have a vested interest in seeing whānau thrive.60 In contrast, government services and supports tend to be short term and bound by rigid criteria and service specifications.61
Each strategic partnership agreement is shaped by the values and objectives of the strategic partner, however they share the same focus on supporting tamariki, rangatahi Maōri and their whānau, and support tamariki and rangatahi Māori remaining in the community.62
Oranga Tamariki views these partnerships as a key mechanism that enables it to meet its Tiriti commitments and obligations under the Oranga Tamariki Act.63
Information from Oranga Tamariki states that “as a result of the restructure [in 2024], there is now dedicated capacity and capability within the organisation to support strategic partnerships. This includes developing a longterm strategy, progressing work programmes and measuring and evidencing the success of each partnership.”64
For this report, we focused on three strategic partners to look at the impact of the partnerships at a strategic level rather than focus on services being delivered.
We are grateful to Te Rūnanga-Ā-Iwi O Ngāpuhi, Te Rūnanga O Toa Rangatira65 and Ngāti Kahungunu Iwi Incorporated, who volunteered to be featured in this report,66 for sharing their experiences and perspectives so freely with us. E kore e mutu ngā mihi ki a koutou i āwhina i tēnei .
We will feature different strategic partners in next year’s report, ensuring all 10 are included over three years in line with our monitoring schedule.
Ngāpuhi is the largest in and its and make up one-third of the care population
Ngāpuhi is the largest iwi in Aotearoa with 165,000 individuals who have registered their affiliation. Of those, 35,000 are based in Te Tai Tokerau, and 17,000 are aged under 25. Its whenua stretches from Hokianga Harbour to Bay of Islands and to Whangārei in the south. Ngāpuhi is pre-settlement.
Te Rūnanga-Ā-Iwi-O-Ngāpuhi (Ngāpuhi leadership) signed its strategic partnership agreement with Oranga Tamariki in December 2018, becoming the first iwi/Māori organisation to do so. The strategic partnership followed a memorandum of understanding established with Child, Youth and Family in 2014. The vision of the partnership is “Kia tū tika ai te whare tapu o Ngāpuhi – where the sacred house of Ngāpuhi stands strong”. For Ngāpuhi, this means working together with Oranga Tamariki to be more involved in decision making that affects Ngāpuhi tamariki and , and to bring an end to Ngāpuhi tamariki and rangatahi entering state care.
Following early discussion with Te RūnangaĀ- iwi-O-Ngāpuhi, our engagement for the purposes of this report has been primarily with Ngāpuhi Iwi Social Services (NISS), which works with the rūnanga to operationalise the strategic partnership vision. NISS has been serving Ngāpuhi whānau for more than 30 years and is an accredited service provider for Oranga Tamariki. We met several representatives from NISS, including its chief executive and others from the leadership team, during two visits to the NISS office in Kaikohe.
Ngāpuhi has good relationships with Oranga Tamariki at a regional and local level
As reported in the Oranga Tamariki section 7AA report 2020,67 Mahuru and the whānau care service are two key areas of work that support tamariki, rangatahi and whānau Māori who are involved with Oranga Tamariki.
Mahuru is an award-winning remand programme for Ngāpuhi rangatahi who have offended and are in the custody of Oranga Tamariki under section 238(1)(d) of the Oranga Tamariki Act,68 ordered by the youth court. Mahuru includes a placement with Ngāpuhi volunteer caregivers for up to six weeks and a programme of activities that reconnects rangatahi with their iwi and develops skills based on individual goals and plans.
The whānau care service aims to ensure that tamariki and rangatahi needing care are living safely with caregivers who have whakapapa connections through Ngāpuhi.
We heard about the work that NISS does to support Ngāpuhi whānau and how it has good relationships with Oranga Tamariki at a regional and local level.
As part of the Enabling Communities prototype, Oranga Tamariki had seconded two business analysts to Ngāpuhi. This had been an opportunity for capacity building within NISS, given the skillsets and experience brought in by the secondees. NISS kaimahi described the secondees as “a breath of fresh air” because of their frontline experience and familiarity with the complexities of Oranga Tamariki.
NISS kaimahi, including Oranga Tamariki secondees, also spoke highly of the local working relationships that exist between the two organisations.
The ongoing work that Ngāpuhi does to support whānau will be captured in more detail in our monitoring of Te Tai Tokerau in early 2025. This will be reported on in our next annual Experiences of Care in Aotearoa report on compliance with the National Care Standards Regulations, and in our subsequent reports on outcomes for tamariki and rangatahi Māori and their whānau.
However, the strategic partnership had not been used to full effect when we met Ngāpuhi leadership
Despite the purpose and intent of Oranga Tamariki strategic partnerships, we heard from NISS that Ngāpuhi was not routinely at the table when strategic decisions were being made for its whānau in Te Tai Tokerau. We heard that, at a national and strategic level, Oranga Tamariki sometimes neglected to engage with NISS on matters directly affecting tamariki, rangatahi and whānau from Ngāpuhi in the rohe. Despite having a strategic partnership, Oranga Tamariki spoke with other iwi, and provider collectives ahead of Ngāpuhi.
Examples of this included Oranga Tamariki consultation on the national care strategy in early 2024. NISS leadership told us that they were not included in discussions despite Ngāpuhi having more of its tamariki and rangatahi in care than any other iwi (or other collective of any ethnicity). Another example given was the earlier Oranga Tamariki consultation on Taurikura, a Fast Track initiative for tamariki aged 10–13 engaging in offending behaviour. As both a strategic partner and a provider of a successful youth justice initiative, NISS leadership felt they would have been ideally placed to be around the table.
We heard from NISS kaimahi that they felt they were often treated by Oranga Tamariki as a provider and not as a strategic partner. Involvement in strategic discussions with Oranga Tamariki had not been automatic and had required NISS leadership to actively leverage its strategic partnership.
"We activate the involvement. And agitate.”
NGĀPUHI
"In my time … both of those [agreements with Oranga Tamariki] have not supported the whenua. The mana whakahaere (authority) of Ngāpuhi is not taken into consideration by the Crown for the good of Ngāpuhi.”
NGĀPUHI
With Ngāpuhi tamariki and rangatahi being disproportionately represented in both the care population and those involved more widely with Oranga Tamariki, NISS leadership told us they would like to see Oranga Tamariki take a strategic approach to reduce Ngāpuhi tamariki and rangatahi involvement with Oranga Tamariki.
When asked about its relationship with Oranga Tamariki national office, NISS leadership identified that the provision of data from Oranga Tamariki was very positive. However, we also heard that Ngāpuhi iwi had been trying to progress a review of its strategic partnership agreement with Oranga Tamariki for a number of years but that this had been delayed.
The strategic partnership between Ngāpuhi and Oranga Tamariki has since been strengthened
We spoke with national Oranga Tamariki leadership about our engagements with strategic partners for this report. Senior representatives told us that what we’d heard from NISS was fair. They acknowledged that Ngāpuhi leadership had been trying to engage Oranga Tamariki in strategic discussions for some time.
However, they also told us that the relationship had improved markedly in the few months following our discussions with NISS. This was attributed to changes in the way Te Rūnanga- A-Iwi-O-Ngāpuhi organised itself, resulting in greater clarity for government agencies engaging with the iwi. This had, in turn, enabled better communication and a stronger partnership.
We also heard that Oranga Tamariki had since apologised to strategic partners for not having involved them in discussions and decisions on changes to Oranga Tamariki funding. This apology had enabled Oranga Tamariki to start rebuilding some of its relationships. Oranga Tamariki was, at the time of writing, making efforts to take a future-focused approach to its partnership with Ngāpuhi. This included Oranga Tamariki working with Ngāpuhi on Enabling Communities, social sector commissioning initiatives and the future of the Mahuru programme and connecting Ngāpuhi to relevant Government Ministers.
Ngāti Kahungunu is the third largest group in
In the 2023 Census, 95,751 individuals identified an affiliation with Ngāti Kahungunu. Its whenua stretches from Māhia Peninsula to Cape Palliser and is divided into six districts: Wairoa, Whanganui ā Orotu, Heretaunga, Tamaki nui-ā-Rua and Wairarapa. Ngāti Kahungunu is a grouping of iwi and , all of whom descend from the leader Kahungunu.
Ngāti Kahungunu Iwi Incorporated (Ngāti Kahungunu leadership) signed its strategic partnership agreement, Te Ara Mātua, with Oranga Tamariki in April 2021. This followed a 2014 memorandum of understanding between Ngāti Kahungunu and Child, Youth and Family69 and work that had been led before that by Mereana Pitman (former National Māori chairperson of Women’s Refuge) to develop the Ngāti Kahungunu Violence Free Iwi Strategy.
Through Te Ara Toiora Strategy and Kahungunu 2026 Strategy, Ngāti Kahungunu envisions a future where and hapū thrive and flourish in vibrant, resilient and self-determining communities. This vision is supported through the establishment of Te Tumu Whakahaere o Te Wero, an iwi construct made up of kaupapa Māori providers (referred to as partners) and Crown agents to provide advice to the iwi across the social sector.
Following an early discussion with the chief executive of Ngāti Kahungunu about this report, we met jointly with leaders from Ngāti Kahungunu and Oranga Tamariki in October 2024 to hear about how well the strategic partnership is working.
Considerable investment has gone into the strategic partnership at a national level
Both Ngāti Kahungunu leadership and Oranga Tamariki reported that the strategic partner relationship is strong, open and frank. We heard that the relationship had been affected by the 2019 attempted uplift of a newborn in Hastings by Oranga Tamariki, which had resulted in an investigation by the Chief Ombudsman and an urgent inquiry by the Waitangi Tribunal. Ngāti Kahungunu and Oranga Tamariki recognised that considerable efforts have been made to rebuild the relationship and ensure the partnership is working well at a national strategic level.
A joint governance group has been established, providing a platform for both parties to ensure the success of the partnership.
Ngāti Kahungunu leadership told us that Te Ara Mātua, an Enabling Communities initiative for whānau involved with Oranga Tamariki, is an example of the partnership yielding a transformative and responsive communitydriven initiative. Ngāti Kahungunu and Oranga Tamariki described how they have worked together to respond to changes in timing and Government priorities and to commit resources to support the community. They said the partnership has resulted in a commitment to devolve decision-making and support iwi-led development.
We also heard from Ngāti Kahungunu that, while significant progress has been made, there had been hurdles. One of the biggest challenges had been managing change and misinformation within the wider community.
Some service providers in the rohe had expressed concerns about the partnership’s potential impact on their services, leading to misconceptions and misunderstandings. However, open and purposeful dialogue with both Ngāti Kahungunu and Oranga Tamariki had addressed these concerns and led to greater collaboration.
Te Ara Mātua is at early stages of implementation
To bring the strategic partnership to life, Ngāti Kahungunu has done extensive work to capture and honour the voices of its whānau. This has been incorporated into Te Ara Mātua. Oranga Tamariki has supported work on data and design, and Ngāti Kahungunu has been working with community partners to support the initiative.
Te Ara Mātua was launched in July 2024, just after our reporting period ended. When we met in October 2024, the hub for Te Ara Mātua was just about to be launched. The hub ensures that whānau can meet services in an independent space that works for them.
"Our strategic partnership with Oranga Tamariki has been a game-changer, achieving some fantastic outcomes for whānau in Hawke’s Bay. By co-creating Te Ara Mātua, we’ve ensured that the voices and needs of our and whānau are at the forefront. This partnership has demonstrated a commitment to devolving decision-making, supporting iwi-led development, and changing practices at a regional level to better align with the partnership’s intent.”
NGĀTI KAHUNGUNU
"Our journey is ongoing, and we’re mindful that progress may be incremental. However, with sustained effort and collective commitment, we’re hopeful that our aspirations for tamariki, , and whānau Māori will be realised.”
NGĀTI KAHUNGUNU
We look forward to monitoring the early operations of Te Ara Mātua when we monitor the Hawke’s Bay region in early 2026.
Ngāti Toa Rangatira (Ngāti Toa) has a population of approximately 9,000
Ngāti Toa descends from Toarangatira and currently has a population of about 9,000. Its operational rohe extends across Te Upoko o Te Ika and crosses Raukawa Moana (Cook Strait) to Te Tauihu.
Te Rūnanga o Toa Rangatira (Te Rūnanga) was established in 1990 as a mandated iwi authority for Ngāti Toa and the administrative body for iwi estates and assets. It signed its strategic partnership agreement, Developing Te Rangapū Ahi Kā Roa, with Oranga Tamariki in December 2020 as a joint agreement with Te Rūnanganui o Te Āti Awa ki te Upoko o Te Ika a Māui (Te Āti Awa).
Te Rūnanga is well placed to deliver on its vision
The partnership agreement states that the “agreement will only be successful if Ngāti Toa and Te Āti Awa – as whenua – are actively engaged from the outset, in the design, delivery and evaluation of services for , , mokopuna and , and that the practices developed embed the of the respective mana whenua iwi, Mana Kohi, Mātauranga Māori and Kaupapa Māori values”.70
We met several representatives from Te Rūnanga, including its chief executive and others from the leadership team, during visits to its office in Porirua. Our discussions were focused on Ngāti Toa activities and leadership in the Wellington region and in Te Tauihu.
It was made clear to us that Te Rūnanga has capacity to deliver on its visions for its people and that it would be supporting tamariki, rangatahi and whānau regardless of the status of its relationship with government.
Te Rūnanga views the strategic partnership with Oranga Tamariki as a tool to change the way the public sector works
Although Te Rūnanga is already well placed to provide services and supports for tamariki, rangatahi and whānau in the rohe, we heard the strategic partnership has made a positive difference. We particularly heard that the strategic partnership is a tool to change the way the public sector works with iwi. Government priorities can change, but the existence of a strategic partnership agreement ensures that the Crown’s obligations continue to be recognised and acted upon by Oranga Tamariki.
One of the direct impacts of the strategic partnership is that Te Rūnanga has been managing the Oranga Tamariki site in Porirua. This arrangement was initiated by a joint strategy between Ngāti Toa and Te Āti Awa, which was intended to drive tangible actions from the strategic partnership with Oranga Tamariki, and had identified a priority to keep tamariki safe and out of state care. Oranga Tamariki national and regional leadership recognised the opportunity to try different approaches to support the iwi.
When we met Te Rūnanga in October 2024, one of its leaders had been seconded to manage the Oranga Tamariki site for approximately 18 months. He told us how management of the site has brokered strong relationships at the local level between Oranga Tamariki and the iwi and provided opportunities to support whānau in ways that Oranga Tamariki ordinarily can’t. Through its Whānau Hononga team, Te Rūnanga can make contact and offer early wraparound supports to whānau who have come to the attention of Oranga Tamariki through the Porirua site.
The opportunity to provide early support is also a feature of the Porirua Hapori pilot, which involves Oranga Tamariki, Te Rūnanga, Taeaomanino Trust, Porirua Whānau Centre and Wesley Community Action. Initially running between April and December 2023 and extended from December 2023, the pilot was an expansion of joint work already under way by providers in the community.
A key feature of the pilot is the Hapori referral pathway, where reports of concern are triaged jointly by Te Rūnanga and Oranga Tamariki. Based on the presenting early risk factors, all whānau who are the subject of a report of concern are referred to one of the partner social service providers. This ensures early and purposeful support from an appropriate provider.
Oranga Tamariki has evaluated the pilot and found positive results.71 Whānau involved with the evaluation spoke positively about the way they were approached by partner providers and the support they received. They spoke about feeling more comfortable and open with iwi and community providers rather than having to talk to Oranga Tamariki about the reports of concern, and this meant they were more open to accept offers of support. Kaimahi involved in the pilot were also positive, with some noting that the pilot also gave effect to the Oranga Tamariki Pacific Strategy 2021–2024.
Importantly, the impacts of the pilot were equally positive. Over eight months, 346 tamariki were referred to the pilot, 203 of whom were identified as Māori and 91 as Pacific peoples. Compared to data from the previous year, the pilot showed a 7 percent difference and an overall 21 percent reduction in renotifications. This was the lowest renotification rate for the Porirua site for at least the previous four years and was also the lowest for the region.
When we spoke with Te Rūnanga about the success of the pilot, it was pointed out that support from iwi and community providers is enduring. Oranga Tamariki must step away at some point, but iwi and community providers can stay with whānau long term. Iwi are also motivated by shared whakapapa and belonging to provide ongoing support.
"Iwi are here for their people. It isn’t a job.”
NGĀTI TOA
Ngāti Toa is taking a leadership role within the rohe to support tamariki, rangatahi and whānau
One of the striking features of Ngāti Toa is its leadership role within the rohe. Te Rūnanga spoke about welcoming all whānau to the rohe and being willing to work with other providers for the wellbeing of all whānau regardless of ethnicity or iwi affiliation. This can be seen in the ethnicity of Ngāti Toa care whare residents, which include Pacific peoples, as well as some of the projects that Ngāti Toa is leading. These include a social supermarket providing halal meat and home improvements for Pacific whānau.
"It doesn’t matter who comes into our house – Ngāti Toa is willing to engage.”
NGĀTI TOA
The strategic partner’s role as a leader in the community is most evident in discussions with Oranga Tamariki at the end of the reporting period about proposed funding cuts. Te Rūnanga told us it was determined to work as a collective rather than submitting to a position of rivalry among providers. Using its position as strategic partner with Oranga Tamariki, Ngāti Toa was able to facilitate collective discussions with Oranga Tamariki and a wide range of community providers. Te Rūnanga took the view that the whole community would be impacted by changes to funding and that it would therefore be more constructive for providers to talk to Oranga Tamariki as a group. This meant that the focus would be on community need rather than on individual providers. It also changed the perception that providers were in competition with one another for funding.
We heard that this was a positive start, although some funding decisions had already been made at the time of these discussions. Te Rūnanga has since requested that any future proposals by Oranga Tamariki to cut funding in the rohe be put to the collective. This is so that they can work out between them how best to ensure continuity of service provision for all whānau within the rohe.
When we spoke with Oranga Tamariki national leadership, they confirmed that they will engage with providers in the rohe as a collective when future changes to funding are being considered. They also spoke positively about the mana of Ngāti Toa as a leader in its community and the ability of the iwi to focus on collective wellbeing for whānau. They also understood that Ngāti Toa has a strong vision, which the iwi will work to achieve with or without support from government agencies.
We look forward to reporting on Ngāti Toa and its work to support tamariki, rangatahi and whānau in more detail in next year’s report, which will include insights from our 2024/25 community monitoring, including the Greater Wellington region.
51 https://msd.govt.nz/documents/about-msd-and-our-work/publications-resources/archive/1988-puaoteatatu.pdf
52 Maori Perspective Advisory Committee (1988). Puao-te-ata-tu (daybreak). Department of Social Welfare (p. 7). Note the original quote did not include macrons as they were not used at that time. https://msd.govt.nz/documents/about-msd-and-our-work/publicationsresources/ archive/1988-puaoteatatu.pdf
53 Oranga Tamariki (2025). Section 7AA report 2024: Te whaneke i nga hua mo nga , o ratou whanau, hapu, ano hoki | Improving outcomes for tamariki Maori, and their whanau, hapu and iwi.
54 https://www.orangatamariki.govt.nz/about-us/our-work/outcomes-framework/
55 https://www.orangatamariki.govt.nz/about-us/performance-and-monitoring/section-7aa/
56 https://www.orangatamariki.govt.nz/about-us/performance-and-monitoring/section-7aa/section-7aa-quality-assurance-standards/
57 https://www.orangatamarikiactionplan.govt.nz/
58 See footnote 49.
59 We recognise that some whanau are not in contact with their iwi and do not wish to be and that a choice of service provider should be available wherever possible.
60 Independent Children’s Monitor (2020). Engagement with Maori on the independent oversight of the oranga tamariki system. https://aroturuki.govt.nz/assets/Uploads/Documents/What-the-Monitors-doing/report-engagement-hui-2019.pdf
61 “That’s the difference between programmes and iwi. They’re short-term, iwi is for life.” Reil, J., Lambie, I., Becroft, A., & Allen, R. (2022). How we fail children who offend and what to do about it: ‘A breakdown across the whole system’. Research and recommendations. Michael and Suzanne Borrin Foundation, New Zealand Law Foundation & University of Auckland (p.19). https://www.borrinfoundation.nz/wp-content/uploads/2022/04/Children-Who-Offend-Final-research-report-March2022.pdf
62 The Oranga Tamariki Act states that strategic partnerships are intended to: provide opportunities for iwi and Maori organisations to improve outcomes for tamariki, and whanau Maori; set expectations and targets to improve outcomes; enable information sharing; allow for Oranga Tamariki to delegate some functions; support the cultural competency of Oranga Tamariki and its workforce; and agree on actions that both parties consider appropriate.
63 See footnote 53.
64 Oranga Tamariki, Response for information on the performance of the oranga tamariki system for the period 1 July 2023 – 30 June 2024.
65 Oranga Tamariki has a joint strategic partnership with Te Runanga o Toa Rangatira and Te Runanganui o Te Ati Awa ki te Upoko o te Ika a Maui Inc. We will include insights from Te Ati Awa when we report on our monitoring of Greater Wellington in our 2024/25 reports.
66 This followed two hui with strategic partners, hosted by Aroturuki Tamariki, in November 2023 and February 2024 to discuss our approach to this report.
67 Oranga Tamariki (2020). Improving outcomes for tamariki Maori, their whanau, hapu and iwi | Te whanake i nga hua mo nga tamariki Maori, o ratou whanau, hapu, iwi ano hoki. Section 7AA report. https://www.orangatamariki.govt.nz/assets/Uploads/About-us/ Performance-and-monitoring/Section-7AA/S7AA-Improving-outcomes-for-tamariki-Maori.pdf
68 This provides for rangatahi who have offended to be held on remand in a range of settings and with a range of providers.
69 The Department of Child, Youth and Family Services was New Zealand’s statutory child protection agency before the establishment of Oranga Tamariki in 2018.
70 Strategic Partnership Agreement – Te Ati Awa, Ngati Toa Rangatira and Oranga Tamariki, 3 December 2020.
71 Roguski, M. (2023). Enabling Communities: Learnings from partnering case study #1. Oranga Tamariki.