Chanel College

Findings

1 Background and Context

What is the background and context for this school’s review?

Chanel College caters for students in Years 7 to 13 from Masterton and surrounding areas. There are 204 students attending the school, 15% of whom identify as Māori and 7% as Pacific.

Chanel College aims to provide a holistic education that develops all aspects of being human: Intellectual, physical, emotional, social, cultural and spiritual. The spiritual dimension is an essential part of the Special Character, which is summed up in the motto, “All Through Christ.” The College values are: Community, Honesty, Acceptance, Never Giving Up, Excellence and Love. 

The principal joined the school at the beginning of 2018 and was appointed as permanent mid-year. There have been several staff changes. Leaders and trustees have responded positively to areas for development identified in the 2018 ERO report.

The college is a member of the Masterton (Whakaoriori) Kāhui Ako.

2 Review and Development

How effectively is the school addressing its priorities for review and development?

Priorities identified for review and development

Chanel College has been involved in a 1 to 2 year review process with ERO to support school progress and development. The review has included a number of meetings to determine the following agreed priorities:

• establishing and growing the school’s leadership team

• promoting teacher development through a robust and rigorous implementation of a consistent appraisal process

• enhancing the understanding and use of data to enable leaders and teachers to more deeply analyse and effectively use information

• strengthening schoolwide internal evaluation.

Progress

The principal, appointed from the middle of 2018, and senior leaders have established an effective leadership team. They work collaboratively growing a reflective, responsive organisation. Layers of leadership are now in place with staff encouraged and supported to take responsibility for aspects of the curriculum and pastoral care.

The school’s tone and culture have significantly improved. The special Catholic character is clearly evident and underpins all school operations. Classes are well settled with students on task and engaged in their work. There are positive relationships among students and teachers. Digital technology is well used as a tool to support student engagement and learning.

Trustees, leaders and staff have made good progress in reviewing, refining and implementing a clear strategic plan and direction for the school. A more considered approach to change management is increasing a shared understanding and acceptance of new approaches and direction.

There is a strong emphasis on growing teacher capability. Astreamlined and strengthened appraisal system has been implemented that promotes teacher inquiry and is focused on improving practice. The restructure of departments supports greater teacher collaboration, sharing of ideas and is developing a consistent approach to improving outcomes for students.

Sound progress has been made in identifying, tracking and monitoring student achievement. Appropriate tools are used to gather relevant achievement information. Data is well analysed to identify overall patterns and trends and shared with trustees to inform decision making and review. Students at risk of underachievement are identified early and supported.

Clear expectations are in place for the use of student achievement information by teachers. Strengthening capability in departmental and class level diagnostic use of assessment information is an ongoing priority. This should better inform planning and teaching, and assist teachers and leaders to evaluate lesson and programme effectiveness.

3 Sustainable performance and self review

How well placed is the school to sustain and continue to improve and review its performance?

Chanel College has made good progress in improving and reviewing its performance.

The board of trustees, which includes proprietor’s representatives, utilises an appropriate range of professional supports through the New Zealand School Trustees Association. Trustees bring a diverse range of skills to the role and provide sound governance for the college.

Strengthening internal evaluation was identified as a priority in the 2018 ERO review and remains an area for development. Review processes remain largely action or input focused. As significant new approaches are introduced it is important that trustees and leaders:

• identify and articulate key intended outcomes and indicators of success, and how their impacts will be measured

• thoroughly evaluate progress at key points in the process to determine the effectiveness of the programmes.

These actions should better enable teachers and leaders to more effectively support teaching and learning and improve outcomes for students.

Provision for international students

The school is a signatory to theEducation (Pastoral Care of International Students) Code of Practice 2016established under section 238F of the Education Act 1989. The school has attested that it complies with all aspects of the Code.

No international students were enrolled at the time of the ERO review.

Board assurance on legal requirements

Before the review, the board of trustees and principal of the school completed the ERO Board Assurance Statement and Self-Audit Checklists. In these documents they attested that they had taken all reasonable steps to meet their legislative obligations related to:

• board administration
• curriculum
• management of health, safety and welfare
• personnel management
• financial management
• asset management.

During the review, ERO checked the following items because they have a potentially high impact on student achievement:

• emotional safety of students (including prevention of bullying and sexual harassment)
• physical safety of students
• teacher registration
• processes for appointing staff
• stand-downs, suspensions, expulsions and exclusions
• attendance
• school policies in relation to meeting the requirements of the Children’s Act 2014.

There is an appropriate range of policies and procedures to guide school operations. In order to improve practice trustees and leaders should ensure that all members of the school community have easy access to these policies and procedures through the school’s website or hard copy.

Conclusion

On the basis of the findings of this review, ERO ‘s overall evaluation judgement of Chanel College’s performance in achieving valued outcomes for its students is: Developing

ERO’s Framework: Overall Findings and Judgement Tool derived from School Evaluation Indicators: Effective Practice for Improvement and Learner Success is available on ERO’s website.

Dr Lesley Patterson

Director Review and Improvement Services (Southern)

Southern Region - Te Tai Tini

3 February 2020

About the School

Location	Masterton
Ministry of Education profile number	244
School type	State Integrated Secondary (Years 7 to 13)
School roll	204
Gender composition	Female 55%, Male 45%
Ethnic composition	Māori NZ European/Pākehā Pacific South East Asian Other ethnic groups	15% 65% 7% 6% 7%
Review team on site	November 2019
Date of this report	3 February 2020
Most recent ERO report(s)	Education Review Education Review Education Review	June 2018 January 2016 December 2012

 

 

Findings

Leaders and trustees have made progress in developing the curriculum, strengthening the use of achievement information, tracking progress and raising achievement. Establishing the leadership team, including the appointment of a new principal, is key to ongoing improvement.

ERO intends to carry out another review over the course of one-to-two years.

1 Background and Context

What is the background and context for this school’s review?

Chanel College caters for students in Years 7 to 13 from Masterton and surrounding areas. There are 232 students attending the school, 19% of whom identify as Māori and 8% as Pacific.

The principal resigned from the end of 2017 and one of the associate principals resigned at the start of 2018. At the time of the review an acting principal was in place as trustees were working to appoint a new leader from the start of Term 3, 2018. The acting principal and senior leaders have worked to provide a stable, structured start to the school year.

There have been a number of schoolwide professional development programmes over the past two years including the Ministry of Education initiative, Positive Behaviour for Learning (PB4L) and restorative practices.

The college is a member of the Masterton (Whakaoriori) Kāhui Ako.

2 Review and Development

How effectively is the school addressing its priorities for review and development?

Priorities identified for review and development

The 2016 ERO report identified a number of key areas for ongoing development. These were for trustees and leaders to: 

• develop a comprehensive curriculum overview including expectations for teaching and teacher appraisal
• introduce a consistent schoolwide approach to assessment to better identify, respond to and monitor student progress and achievement
• establish an overarching framework to guide a common approach to review and align strategic direction, systems and processes
• strengthen the school’s professional leadership.

Progress

Senior leaders have effectively led teachers in the development of a well-documented curriculum based on The New Zealand Curriculum and including unique aspects that reflect the college’s history, Catholic character, values and local aspirations. There are clear guidelines and expectations for planning, use of assessment information, teaching, student learning and development. The professional development focus for 2018 is on strengthening culturally responsive teaching practice.

Appropriate nationally referenced assessments are used in Years 7 to 10 to identify students at risk of not achieving. Assessment is increasingly being used to inform planning and support literacy development across the curriculum. Information about reading, writing and mathematics achievement in Years 7 to 10, together with senior school progress, has been collated and regularly reported to the board.

Senior student progress is actively monitored and supported throughout the year to ensure the positive outcomes for students in achieving National Certificates of Educational Achievement (NCEA) and other qualifications. NCEA Level 1, 2 and 3 results in 2017 showed improvement over previous years. Māori achievement improved significantly in 2017 and at Level 1 and 2 is on par with or above that of their peers in the school.

School leaders have identified, and ERO's evaluation affirms, the need to continue to strengthen teacher capability in departmental and class level diagnostic use of assessment information. This should better inform planning and teaching and assist teachers to evaluate lesson and programme effectiveness. Patterns of achievement and outcomes for groups and cohorts of students are recognised and shared. It is important to more deeply explore this data to identify why the pattern exists, what has worked and where to next.

Classes are well settled with students on task and engaged in their work. There are positive relationships among students and teachers. Digital technology is well used as a tool to support student engagement and learning.

A culture of regular critical reflection is being established and leaders are now introducing a more outcomes focused, evaluative approach. Enhancing this process with the use of key indicators of expected performance at all levels of the school in order to evaluate the impact of programmes and initiatives, is an ongoing priority.

A new appraisal system has been introduced that has the potential to support the growth of professional practice across the school. As yet implementation is not robust or rigorous enough to ensure teacher capability is enhanced and meaningful outcomes achieved. Strengthening goal setting and improving the quality of appraiser feedback and feedforward should support more effective outcomes for teachers and students.

3 Sustainable performance and self review

How well placed is the school to sustain and continue to improve and review its performance?

The school is improving its ability to sustain and improve its performance.

The board of trustees is future focused. Members bring a useful range of experience and knowledge. Trustees are increasingly well informed and now receive a range of information about student achievement, activities and school operation to support resourcing decisions. The board is planning to continue strengthening its engagement with parents and whānau.

In order to continue to improve school performance and raise student achievement, trustees and school leaders need to:

• establish and grow the school’s new leadership team
• strengthen schoolwide internal evaluation to improve understanding of the impact of programmes and initiatives
• enhance the rigour and robust implementation of the appraisal process

Board assurance on legal requirements

Before the review, the board of trustees and principal of the school completed the ERO Board Assurance Statement and Self-Audit Checklists. In these documents they attested that they had taken all reasonable steps to meet their legislative obligations related to:

• board administration
• curriculum
• management of health, safety and welfare
• personnel management
• financial management
• asset management.

During the review, ERO checked the following items because they have a potentially high impact on student achievement:

• emotional safety of students (including prevention of bullying and sexual harassment)
• physical safety of students
• teacher registration
• processes for appointing staff
• stand-downs, suspensions, expulsions and exclusions
• attendance.

ERO identified non-compliance in relation to the health curriculum consultation.

In order to address this, the board of trustees must:

• comply with the requirement to adopt a statement on the delivery of the health curriculum, at least once in every two years, after consultation with the school’s community.
  [Section 60B Education Act 1989]

Conclusion

Leaders and trustees have made progress in developing the curriculum, strengthening the use of achievement information, tracking progress and raising achievement. Establishing the leadership team, including the appointment of a new principal, is key to ongoing improvement.

ERO intends to carry out another review over the course of one-to-two years.

Patricia Davey

Deputy Chief Review Officer Central (Acting)

Te Tai Pokapū - Central Region

13 June 2018

About the School

Location	Masterton
Ministry of Education profile number	244
School type	State Integrated Secondary (Years 7 to 13)
School roll	232
Gender composition	Female 56% Male 44%
Ethnic composition	Māori Pākehā Pacific Asian Other ethnic groups	19% 59% 8% 8% 6%
Review team on site	March 2018
Date of this report	13 June 2018
Most recent ERO report(s)	Education Review Education Review Education Review	January 2016 December 2012 July 2009