1. A new child-centered system for vulnerable tamariki and rangatahi
Over the next 4-5 years, we will undergo a transformational change programme across the care and protection and youth justice systems, to ensure positive long-term outcomes for vulnerable children and young people.
This includes developing a system which prioritises the earliest opportunity for a stable and loving family, and enables all children to feel a sense of identity, belonging and connection.

2. Investing in Children Programme
Vision:
“New Zealand values the well-being of our children above all else.”
Purpose:
“To ensure that all children and young people are in loving families and communities where they are safe, strong, connected, and able to flourish.”
The Investing in Children programme, formed in April 2016, is tasked with leading the fundamental shift required to achieve better outcomes for vulnerable children.
This includes developing a system which prioritises the earliest opportunity for a stable and loving family, and enables all children to feel a sense of identity, belonging and connection.
This will require:
early and intensive support to give birth families the best opportunity to provide the love and care their children need
applying transparent and effective decision-making to identify where this is no longer possible, and
where necessary, taking timely action to identify alternative arrangements for children so they can develop relationships in a loving, stable family.
Ultimately, this is what will help children to have happy childhoods, be resilient, develop a sense of belonging and identity, and to grow into flourishing adults.

3. Key objectives
Long-term process of change, over a four-to- five year horizon.
Key objectives include:
Developing the strategies, framework, mechanisms, and policies and procedures to deliver the various models
Establishing the new Ministry for vulnerable children, Oranga Tamariki from 1 April 2017
Developing a sustainable environment of committed engagement from all involved
Implementing sustainable improvements to underpin the new Ministry’s strategy.
The Investing in Children Programme is developing the strategies, framework, mechanics, policies, and procedures required for the operating model of the new Ministry for Vulnerable Children, Oranga Tamariki.
Designing the new operating model
The design of the new operating system will be underpinned by the six core principles that guided the Expert Panel in making its recommendations for the future system.
Place the child at the centre of what we do.
Support families to care for their children.
Use evidence-based approaches to get the best results.
Support the connection of children including Māori children to their cultures and communities.
Have the same high level of aspiration for vulnerable children as we do for all other New Zealand children.
Help all New Zealanders to make a difference for vulnerable children.
The reform programme takes a cross-sector, social investment approach, and draws on the expertise, experience and capability of professionals, communities, caregivers, young people and families. We’re taking an iterative approach to the design and delivery of the core service areas of Oranga Tamariki. This means testing and learning as they go, and applying learnings to the next stage of design and rollout.

4. Building blocks of the future system
There are six key building blocks of the future system…
Engaging all New Zealanders
A child-centred system
Strategic partnering
An investment approach
High aspirations for Māori
A trauma-informed professional practice framework
the transformational change programme is underpinned by six key building blocks:
Engage all New Zealanders :
No single agency on its own will ever have the ability to deliver the range of services needed to improve outcomes. The Engaging New Zealanders strategy is about raising awareness and a sense of responsibility, shifting attitudes and social norms, and enabling people to take action. The strategy involves three key components:
A nationally integrated locally tailored campaign.
Engaged, strong communities of action
Be an accessible, available, trusted, transparent organisation with high integrity.
A child-centred system:
Strategic Partnering:
Strategic partnerships with other agencies, iwi, Māori and Pacific organisations, community groups, NGOs and providers will be a primary mechanism for meeting the needs of vulnerable tamariki and whānau.
There will be a mixed model of services directly delivered, purchased from other government agencies, brokered or provided by a strategic partner.
A social investment Approach:
A social investment approach considers a lifetime view of the wellbeing of individual children, and intervenes early in evidence- based ways to address vulnerability. It aims to ensure that vulnerable children receive the care and support they need, when they need it.
Key structural components include:
System performance & accountability
Lifetime actuarial model
Investment in services and new approaches
Performance monitoring and evaluation
Flexible funding and reinvestment mechanisms
High Aspiration for Māori:
A key mechanism for improving outcomes for Māori children and young people, will be through investing in evidence-based interventions that make the biggest difference, creating strong connections to culture and identity, and partnering with Iwi and Māori Organisations.
We are also developing a sector-wide practice framework that will include higher expectations for, and improving the delivery of services to, Māori children, young people and their whānau. And reducing the over-representation of Māori
Success will be dependent on strong partnerships with iwi and Māori organisations.
It is recognised that some iwi, Māori and community groups and organisations are better placed to deliver services and achieve positive outcomes for Māori children and young people than government agencies. This capability needs to be better valued and utilised.
The new operating model will also focus on working with Pacific communities to significantly improve outcomes for Pacific children and young people.
A trauma-informed, practice framework
The Panel identified the need for the system to shift from one focused on rules, compliance and timeframe-driven practice to one that facilitates the exercise of professional judgement, and that recognises the trauma that this group of children and young people have suffered.
The practice framework will operate at two levels :
A system-level practice framework - A unifying, consistent and coherent approach to the principles and values across the vulnerable children sector.
An agency-level practice framework - A clear articulation of the mandatory standards. It will include tools for supported decision-making to ensure a focus on the needs of individual children and young people, ensure that staff are clear about the “must-do’s”, and that decisions and their rationale are transparent and well-evidenced.

5. New Ministry
The establishment of the Ministry for Vulnerable Children, Oranga Tamariki is one of the early key milestones for the IIC Programme.
It will be a stand-alone agency, that incorporates Child, Youth and Family, some Community Investment functions, and the Children’s Action Plan Directorate, including Children’s Teams, ViKI and the Vulnerable Children’s Hub.
The creation of the new ministry:
signals a ‘whole of sector’, child-centred approach which will transform the way we work with vulnerable children and young people. It will act in partnership with the wider social sector, reinforcing the fact that it can only achieve outcomes through others, rather than as a primary direct delivery agency.
establishes the new Ministry as a single point of accountability for ensuring vulnerable children and their families and whānau get the services they need. This will ensure that government agencies work together to provide coherent and complete services to these children, young people and their families.
will take a broader view which will include children and young people who are at significant risk of harm now or into the future.
The new Ministry will focus on five core services: Prevention, Intensive Intervention, Care Support, Youth Justice and Transition Support services
The new Ministry within the wider system
It is critical to our success that we partner and build commitment, capability and capacity externally to transform outcomes for children.
The Ministry for Vulnerable Children, Oranga Tamariki has many partners working alongside us to achieve our aspirations for children and young people. This is shown in the picture above.
It also shows how the different parts of the Ministry and our partners come together around the children and young people we work with.

6. Service and practice model design: Four-year work programme
Year One
Year Two
Year Three
Year Four
Transition support services
Implementation
Continue to be there for me as I find my way
Care support services
Give me stable and loving care in a caregiving family
Youth Justice services
Intensive intervention services
Intensive Intervention services
Work with my family so I can flourish at home
System-wide and agency practice frameworks
Early enhancement initiatives
Prevention services
Help me to take responsibility, repair the harm & prevent re-offending
Blueprint for five core services, investment and impact analysis, and implementation plan
Blueprint for system and agency practice frameworks, and review of assessment and decision making (including FGCs)
Delivery of early enhancement initiatives for children and caregivers
Detailed service, practice and operating model design for the implementation of new care and protection age settings
This diagram highlights the work programme to progress the end-to-end design of the five core services and associated practices that will be delivered by the new Ministry.  
over the next four years –
The work programme runs over a four-year period, with activity in Year 1 focussing on four key areas
Blueprint for five core services, investment and impact analysis, and implementation plan
Blueprint for system and agency practice frameworks, and review of assessment and decision making (including FGCs)
Delivery of early enhancement initiatives for children and caregivers
Detailed service, practice and operating model design for the implementation of new care and protection age settings
Early enhancement initiatives

7. Child-centred, collaborative design
The design of the new operating system will continue to be underpinned by the six core principles that guided the Expert Panel in making its recommendations for the future system.
Place the child at the centre of what we do.
Support families to care for their children.
Use evidence-based approaches to get the best results.
Support the connection of children including Māori children to their cultures and communities.
Have the same high level of aspiration for vulnerable children as we do for all other New Zealand children.
Help all New Zealanders to make a difference for vulnerable children.
The design methodology will be based on three key ‘voices'.
voice of lived experience: The voice of those who interact with the services, including children and young people, their families and whānau, caregivers, victims, communities and professionals
voice of intent: The vision for the future care, protection & youth justice journey for children & young people – what we aim to achieve, why this is so, and who we are designing for
voice of the expert: Design must be fact-based and informed by evidence
The Ministry is taking an iterative approach to the design and delivery of the core service areas of Oranga Tamariki. This means testing and learning as they go, and applying learnings to the next stage of design and rollout.

8. Key linkages to the ECE sector
System practice framework
Information sharing
Prevention – early investment
Our Vision: “New Zealand values the well-being of our children above all else.”
Strong linkages with the ECE sector across the IIC programme, for example the Engaging all New Zealanders workstream, which has three key areas of focus:
Raising awareness and creating a sense of responsibility
Shifting attitudes and social norms
Taking action: New Zealanders do what they can to support vulnerable children and young people
However given the time constraints today, I want to focus on three particular areas which
More detail in following slides

9. A trauma-informed professional practice framework
The proposed framework will operate at two levels:
A system-level practice framework:
a unifying, consistent and coherent approach to the principles and values across the vulnerable children sector.
An agency-level practice framework:
includes tools for supported decision-making to ensure a focus on the needs of individual children and young people
ensures that staff are clear about the “must-do’s”
Ensures decisions and their rationale are transparent and well-evidenced.
The Panel identified the need for the system to shift from one focused on rules, compliance and timeframe-driven practice to one that facilitates the exercise of professional judgement based on:
An evidence-based understanding of the impact of trauma on children and young people, the science of child development, and best practice approaches in building resilience in children and young people
A high degree of cultural competency and confidence to support the needs of all children, including Māori children
A framework for decision making that sets out the principles and tools to guide effective professional practice.
The proposed practice framework will operate at two levels:
A system-wide practice framework will provide a basis for engagement by all agencies and organisations providing services for vulnerable children and families. It will:
encourage a common understanding of language, theory and definitions
ensure that the whole sector is working towards the same objectives
provide a consistent approach for those receiving services across the whole sector through offering a shared foundation of practice
inform and underpin agency-specific frameworks.
An agency-level practice framework will be informed and underpinned by the principles and values outlined in the system-wide framework.
It will be explicit about what needs to be done, why it needs to be done, and how it needs to be done. Mandatory standards and tools for supported decision making will ensure:
a focus on the needs of children and young people,
staff are clear about the must-do’s
the system does no further harm.
The frameworks will be supported by a system-wide knowledge hub, which will provide for the continued dissemination and regular revision of the most recent knowledge and evidence of what makes a difference for vulnerable children, young people and their families and whānau.

10. (DRAFT)
At a system level all of these areas and domains must be co-designed to ensure co-ownership.
Cultural Approach
It is essential that Te Ao Māori be the primary lens as these principles, values etc are developed. The cultural dimensions for the system practice framework will be developed through co-design processes in the new year.
Shared values
The values underpinning the system practice framework will align with and derive from the values included in the Engaging All New Zealanders campaign and the Oranga Tamariki Way. They will include child centred values and reflect Te Ao Māori values.
Shared principles
These will include the principles set, and yet to be set out, out in legislation, leading best practice principles and those articulated in the Vulnerable Children’s Plan. Principles around collaboration, accountability, and transparency have already been proposed.
Common theories
These are being designed using best practice evidence in the areas of trauma, child development and attachment, resilience, and understanding of criminogenic factors and drivers. These will continue be tested and developed through co-design workshops.
Common definitions
Definitions of key concepts such as vulnerability, risk, collaboration and need will be key to underpin the shared practice required.

11. Legislative reform
Significant legislation reform needed to support the transformational change.
Two stages of legislation change:
Children, Young Persons, and Their Families (Advocacy, Workforce, and Age Settings) Amendment Bill - expected to be passed by end of the year
Children, Young Persons, and Their Families (Oranga Tamariki) Legislation Bill - introduced into the House on 8 December.
The current legislation, the Children, Young Persons, and Their Families CYPF Act 1989 (CYPF Act), sets out objects and principles, which cover the key elements of a child-centred system.
It provides the bulk of the legislative framework that underpins and directs the system. The EAP review highlighted that the current system is not sufficiently child-centred, as evidenced by the experiences of children/young people and their families/whānau, and the dramatically worse outcomes that vulnerable children and young people experience compared to the rest of the population.
Significant legislation reform is needed to support the transformational change to the care and protection and youth justice systems.
Ministers agreed to two phases of legislative change to implement the changes needed for the new operating model.
The first, Bill 1, is expected to be passed in December. Its provisions come in to force from 1 April 2017
The second, Bill 2 aims to establish the statutory framework required to create a child-centred operating model, and enable each part of the system to meet the needs of vulnerable children and young people 
This involves a much larger and more complex set of reforms, so policy papers have been considered in separate stages.
Bill 2
introduced into the House later this year.

12. Children, Young Persons, and Their Families (Advocacy, Workforce, and Age Settings) Amendment Bill
Overview of changes include:
raising the age of leaving care to 18
establishment of advocacy service
changes to embed children’s voices into the system
workforce changes.
The following changes are contained in the Children, Young Persons, and Their Families (Advocacy, Workforce, and Age Settings) Amendment Bill (Bill No 1).
raising the age of State care and protection to a young person’s 18th birthday
ensuring that children’s and young peoples’ voices are heard at an individual and systemic level - in decisions that affect them, and in the development of services and policies of the department
establishing an independent youth advocacy service
Enabling a broader range of professionals to perform core functions and powers under the Children Young Persons, and Their Families Act 1989.

13. Children, Young Persons, and Their Families (Oranga Tamariki) Legislation Bill
The key legislative changes will:
place the child at the centre of decision making
create a bespoke information sharing framework to support better information sharing
support early intervention and focus on safe, stable and loving care
ensure agencies work together around vulnerable children
introduce National Care Standards
create a right to remain or return to care up to age 21, with discretionary support up to 25.
Policy and legislative proposals for a second Bill (Bill 2) will provide the foundation for a child-centred system that will deliver improved outcomes for vulnerable children, young people and their families.
The key legislative changes, recently agreed by Cabinet, will support each of the service areas of the new operating model, as well as the system as a whole.
They:
clearly situate the child at the centre of decision making
establish a new framework to facilitate more timely and consistent exchange of personal information about vulnerable children and young people to promote their safety and wellbeing.
support an early intervention response and a focus on safe, stable and loving care
introduce checks and balances to respond to concerns raised
ensure agencies work together around vulnerable populations of children and young people
facilitate National Care Standards that will set out the rights and needs of children and young people in care
strengthen the system that will support vulnerable young people to successfully take up the opportunities of adulthood:
More detail about key leg changes relevant to ECE sector follow….

14. Information sharing
Creation of a bespoke information sharing framework which will:
take precedence over professional duty of confidentiality and the Privacy Act
enable information to flow in all directions
presume information requested for child welfare and protection purposes will be shared
allow analysis of information.
The CYPF Act includes a number of information disclosure provisions that assist Child, Youth and Family to perform its statutory functions.
One of the key barriers to effectively addressing the needs of vulnerable children and young people is the lack of an active and consistent approach to information sharing across the agencies and professionals with responsibilities for their wellbeing and care.
Ensuring that data flows through the system freely and safely will be a key component of the future operating model.
The Bill creates a new framework to enable more timely and consistent exchange of information about vulnerable children and young people to promote their safety and wellbeing. This framework will:
take precedence over professional duty of confidentiality and the Privacy Act, both relating to information about a child or young person and their family
enable information to flow in all directions from those who have information to those who need it in order to provide the support and protection needed by children and families
include a presumption that when information is requested for child wellbeing purposes it will be shared, and professionals will be protected from civil, criminal or disciplinary proceedings
allow linked data-sets sourced from multiple agencies to be analysed for operational purposes, and inform risk and needs assessment, service design and delivery.

15. Prevention – targeted early investment
Greater focus on protection, including:
a new duty to ensure the co-ordination of prevention services
updated general duties to promote services designed to improve the wellbeing and long-term outcomes of children and young people
ensuring chief executives work together around the populations of children and young people of interest to the Ministry.
Child, Youth and Family focus on immediate crisis management. Currently, groups who may be likely to suffer poor outcomes or vulnerability do not receive early support.
The Ministry will have a greater focus on prevention, and will use the investment approach to target early investment in the lives of children and families to provide support and prevent harm. It will also support young people to prevent them from offending.
To support early responses and prevent harm across the social sector, the Bill:
places a new duty on the chief executive of the new Ministry to ensure the co-ordination of prevention services across the social sector
updates the general duties of the chief executive so they promote services designed to improve the wellbeing and long-term outcomes of children and young people, in support of a social investment approach
ensures the chief executives of the new Ministry, and other social sector agencies work together around the populations of children and young people of interest to the new Ministry.

16. Ways to be involved Working collaboratively towards shared outcomes:
Co-design workshops
Regional service design hubs
Expert interviews
Tier 3 cross-agency working group
Existing stakeholder forums
Select committee process for Children, Young Persons, and Their Families (Oranga Tamariki) Legislation Bill
We know we can’t do this on our own. The future success of Oranga Tamariki depends on us being well connected with a diverse range of stakeholders. There are a range of mechanisms to ensure we’re well connected...
Cross-agency workstream teams
Workstream teams will include cross-agency, NGO and front line representation, to ensure design is robust and takes a system-wide view
Subject matter expert groups (project-specific)
We will establish subject matter expert groups across individual projects that will bring professional, academic and cultural expertise to specific aspects of the design
Service design integration group
An integration group comprised of representatives from across the IIC programme and CYF, CI and CAP to ensure alignment of priorities and work programmes
Tier 3 cross-agency working group
A Tier 3 group of cross-agency leaders will provide advice and feedback on the design proposals as they are developed, support the dissemination of information across agency partners, and help to identify participants for service design workshops and meetings
Youth Advisory Panel
We will work with the Youth Advisory Panel to test and refine our design and determine implementation priorities
Expert interviews
We will identify, engage and interview a range of New Zealand and international experts
Regional service design hubs
We plan to create regional ‘service design hubs’ utilising pre-existing groups across the sector who can champion, test and refine specific pieces of design work
Co-design workshops
Collaborative design workshops will be held with young people, families/whānau, caregivers, victims of youth offending, CYF, CI and CAP staff, sector partner staff, and iwi, Māori, Pacific, and community representatives (see following slides)
Utilising existing stakeholder forums
We will look to utilise pre-existing stakeholder forums to generate and test thinking and provide updates on our progress, including Māori and Pacific leadership and NGO/provider reference groups

17. More information MSD Website Aspirational Roadmap