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Annual Report 2019-20 FINAL.Pdf E26 Annual Report For the year ended 30 June 2020 Presented to the House of Representatives pursuant to Section 150(3) of the Crown Entities Act 2004 PO Box 2142 Wellington 6140 New Zealand hpa.org.nz December 2020 NZBN 9429041905333 This work is licensed under a Creative Commons Attribution 4.0 International licence. Te Hiringa Hauora Annual Report 2019/20 • 1 Contents Foreword Presentation of Te Hiringa Hauora/ Our People 2019/20 Annual Report Health Promotion Agency 2 3 4 5 A Year of COVID-19 Strategic Our Work Change Framework 2019/20 7 8 10 11 Alcohol Mental Tobacco Minimising Gambling Wellbeing Control Harm 13 20 26 30 Health Education Child and Wellbeing Digital Resources Family Health Initiatives Capability 32 33 38 39 Additional Projects – Research and Organisational People, Statement of Non-baseline Funding Evaluation Culture and Capability Responsibility 40 42 43 47 Independent Statement of Output Class One Output Class Two Auditor’s Report Performance 2019/20 Performance Measure Performance Measure 48 51 51 54 Output Class Three Non-baseline Strategic Financial Performance Measures Funding Intentions Statements 56 59 60 63 2 • Te Hiringa Hauora Annual Report 2019/20 Foreword Ehara taku toa, he takitahi, he toa takitini My success should not be bestowed onto me alone, as it was not individual success but success of a collective We are pleased to present the Annual Report As an organisation we had to cope with the of Te Hiringa Hauora/Health Promotion Agency uncertainties and ambiguity caused by COVID-19 for 2019/20. and the subsequent lockdown. We worked quickly to equip our staff with the resources and support This year has been a year of change and to work effectively from home. While some things challenge. The change came from within with had to be put on hold, we reoriented staff and the development of a new strategic direction; resources to COVID-19 work. We supported the the challenge was from an extraordinary external Ministry of Health’s psychosocial response to factor, COVID-19. COVID-19 and focused on the wellbeing of five Te Hiringa Hauora has always recognised that, priority groups: pregnant mothers and new while most New Zealanders live long and healthy parents; Māori; Pasifika; older people; and lives, some New Zealanders, especially Māori, people with long-term health conditions. Pasifika and people living in lower-socio-economic This document reports on the work outlined areas, experience poorer health outcomes. in the 2019/20 Statement of Performance While our work programme for 2019/20 gave Expectations. We also report on additional work priority to achieving health equity for these undertaken at the request of the Ministry of groups, we also developed an ambitious Health that reflects Government priorities or a new strategic plan which explicitly stated our particular health issue. In 2019/20 this included commitment to Te Tiriti o Waitangi, equity of supporting the COVID-19 psychosocial response, health outcomes and sustainability. These three and cervical screening. pou form the foundations of the work which As well as being effective, our work needs we as a Board and Te Hiringa Hauora as an to achieve efficiencies. We aim to provide organisation have signed up to. the best value for money for Government by Implementation of the strategic plan was seeking ongoing improvements and focusing delayed because of lockdown caused by COVID-19 our activities where we can make the most impact. but will proceed in the next financial year. The Board would like to thank all Te Hiringa COVID-19 created unprecedented challenges for Hauora staff for their expertise, effort and all of us. As an organisation mandated to promote dedication, which ensure we are an effective health and wellbeing and encourage healthy organisation as we strive to improve the health lifestyles, Te Hiringa Hauora was acutely aware and wellbeing of all New Zealanders. of the need to maintain critical areas of work such as the mental wellbeing programme of work in an environment where many were facing significant challenges to their health and wellbeing. Jenny Black Tane Cassidy Chair Chief Executive Te Hiringa Hauora Te Hiringa Hauora Te Hiringa Hauora Annual Report 2019/20 • 3 Presentation of 2019/20 Annual Report The Board of Te Hiringa Hauora is pleased to present the annual report of Te Hiringa Hauora for the period ended 30 June 2020. Jenny Black Dr Mataroria Lyndon Chair Board Member Te Hiringa Hauora Te Hiringa Hauora 18 December 2020 18 December 2020 4 • Te Hiringa Hauora Annual Report 2019/20 Te Hiringa Hauora/ Health Promotion Agency Our vision: Our mission: Pae Ora Te Hiringa Hauora: Mauri Ora The unrelenting pursuit Whānau Ora of wellbeing. Waiora Te Hiringa Hauora is a Crown agent established by the New Zealand Public Health and Disability Act 2000. Our overall function is to lead and support Te Hiringa Hauora is funded from Vote Health activities to: and the levy on alcohol produced or imported • promote health and wellbeing and encourage for sale in New Zealand. healthy lifestyles Our strategic intentions are: • prevent disease, illness and injury • People can take action, be effective, and • enable environments that support health and influence their own life. wellbeing and healthy lifestyles • Communities meet their needs and goals. • reduce personal, social and economic harm. • Environments and systems are enablers We have alcohol-specific functions to: not barriers. • give advice and make recommendations to We work with a large number of organisations, government, government agencies, industry, including health sector agencies, particularly the non-government bodies, communities, health Ministry of Health, district health boards (DHBs), professionals and others on the sale, supply, public health units, primary health organisations consumption, misuse and harm of alcohol as (PHOs), primary health services and health those matters relate to the general functions professional associations, other central at Te Hiringa Hauora government agencies, communities, industry • undertake, or work with others, to research groups, territorial authorities, iwi and Pasifika, alcohol use and public attitudes to alcohol in and other health providers and policy makers, New Zealand and problems associated with, academics and researchers. or consequent on, alcohol misuse. As a Crown agent, Te Hiringa Hauora is required to give effect to Government policy when directed by the responsible Minister. In delivering its alcohol-specific functions, Te Hiringa Hauora must have regard to Government policy if directed to do so by the Minister. Te Hiringa Hauora Annual Report 2019/20 • 5 Our People Te Hiringa Hauora is governed by a Board appointed by the Board Minister of Health. Board members are: Jenny Dr Monique Black Faleafa Chair Deputy Chair Dr Teuila Mafi Professor Percival Funaki-Tahifote Boyd Swinburn Karaitiana Dr Mataroria Tickell Lyndon Ngāi Tahu, Ngāti Hine, Ngāti Toa, Ngāti Whātua, Ngāti Raukawa Waikato, Ngāti Toa The executive management Executive team at Te Hiringa Hauora is management made up of the Chief Executive team and four general managers. Tane Laurianne Cassidy Reinsborough Chief Executive General Manager Ngāpuhi Operations Lynne Walsh Cath Edmondson Lucy Hickman Acting General General Manager General Manager Manager Policy, Research Corporate Services Communications and Advice and Capacity Our name Te Hiringa Hauora was adopted as our official name on 16 March 2020. The name was gifted to the Health Promotion Agency by the late respected kaumātua New Amsterdam (Amster) Reedy (Ngāti Porou – Te Aitanga a Mate, Putaanga, Te Whānau a Tūwhakairiora, Ngāti Uepohatu). Te Hiringa Hauora is described as “the unrelenting pursuit of wellbeing”. This taonga celebrates our name. It is shaped in the form of a taurapa (stern) of a waka taua (carved war canoe) and symbolises the journey to wellbeing. The taurapa represents the balance and harmony between all things connected with hauora. Lewis Gardiner of Rākai Jade in Rotorua crafted our taonga. Te Hiringa Hauora Annual Report 2019/20 • 7 A Year of Change Strategy development Equity During the year Te Hiringa Hauora developed a Te Hiringa Hauora recognises that not all people strategic plan for the next 10 years. Our goal is have the same health and wellbeing outcomes. intergenerational change in health and wellbeing This is especially so for Māori and Pasifika for those whose needs are the greatest. Some peoples and their whānau. Unless we change New Zealanders face greater challenges to what we do and the way we work, we will be less achieve health and wellbeing and so our new effective. Achieving equitable outcomes will drive strategic plan will deliberately focus our energy all our work. and resources to work with communities where needs are greatest. Our strategy sets out how we Sustainability will do that over the next 10 years. It is ambitious. Te Hiringa Hauora recognises the significance It requires change in what we do and how we of te taiao (the natural world) as essential to all do it. It is a living document and will continue to areas of health – physical, environmental, mental, evolve, ensuring we are responsive to changes emotional and spiritual. We recognise the long- around us. standing relationship with te taiao for Māori and we support Māori in their role as kaitiaki Everything we do, from the programmes of the taonga. we deliver to the way our organisation works, is built on three pou – our commitments to There are opportunities to improve population Te Tiriti o Waitangi, to achieving equitable health and wellbeing through policies and health outcomes and to a sustainable future. programmes that acknowledge the interconnection between te taiao and wellbeing and address Te Tiriti o Waitangi environmental challenges in ways that protect Te Hiringa Hauora has a responsibility to help and promote health. the Crown meet its obligations under Te Tiriti We are committed to reducing our own to uphold and protect Māori rights and interests.
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