Our research

I roto i Te Kura Huanui: Ko ngā kura o ngā ara angitu, ko ngā uiui me ngā whānau Māori, kaiārahi, kaiako, kaimahi, kaumātua hoki e tūhura ana i te ngākau titikaha o ngā hapori ki te whakarauora, ki te whakapakari hoki i te reo Māori me ngā tikanga Māori mō ā rātou mokopuna, tamariki, uri whakatupu anō hoki. 

Te Kura Huanui: The treasures of successful pathways and supporting documentaries explore the Māori-medium education pathway, through a rich collection of interviews and research conducted in partnership with early founders, whānau, leaders, graduates, kaiako, kaimahi and kaumatua.

ERO was approached by principals from Kahukura to document and evaluate their community of practice in Christchurch. This report identifies what is working well for this community of practice, areas where they might consider further enhancements, and lessons and insights into practices which could be shared with others.

This short report accompanies our report Exploring Collaboration in Action: Kahukura Community of Practice.  It looks at the lessons that can be learnt from the Kahukura community of practice, drawing out key lessons on collaboration and providing seven key implications for schools who are interested in collaborating to consider.

This case study explores the impact of the 2020 Covid-19 events on Māori learners in English-medium schools, and the response of leaders, schools and communities in the Bay of Plenty and East Coast regions.

This short guide is for early childhood education leaders and kaiako. It covers what we found from talking to services in 2020 about the impact of Covid-19, and shares strategies used by services to respond to the challenges they faced. It also sets out some actions that could be considered for continuing to support children, parents, whānau and staff in 2021.

Principals and school leaders have taken on a lot of responsibility during the Covid-19 pandemic. The Education Review Office interviewed principals and board chairs and surveyed 1777 principals across the country from May through to September 2020 to understand how they have responded. This summary highlights how those school leaders rose to the challenge.

In Aotearoa, Māori-medium education experienced significant disruption when the outbreak of Covid-19 forced kura to close their doors, and whānau and kaiako to adjust to home schooling and distance learning. Among the many challenges were access to technology and resources with Māori communities among the most affected.

ERO’s final report in the Te Whāriki series summarises the findings of previous reports and includes the last two focus areas for the curriculum – how services decide ‘what learning matters here’ and how well they were developing learning-focused partnerships with parents and whānau.

ERO is undertaking a series of evaluations on the implementation of Te Whāriki: He whāriki mātauranga mō ngā mokopuna o Aotearoa. This report examines how prepared services are to implement Te Whāriki, including their engagement with professional learning and development, and determining 'what matters here' and next steps.

This report provides findings from ERO's evaluation of how well schools were promoting and supporting student wellbeing through sexuality education.

It includes high-level findings, examples of good practice and recommendations for schools and policy audiences. It is accompanied by a series of short publications for whānau, students, and trustees.

Brochures aimed at students, whānau and Boards of Trustees are also available.

In this evaluation, ERO wanted to find out how aware and confident leaders and kaiako in early learning services were as they began to work with the updated curriculum, Te Whāriki (2017).

The senior leadership team are responsible for specific portfolios and work interdependently to realise the shared vision of equity and excellence for all.

Leadership engages in collaborative consideration of the evidence to inform a considered response to issues identified. Solutions are sought only after a thorough analysis of the problem and consideration of the evidence about what is likely to make the most difference. The implementation of new initiatives is closely evaluated.

A principal describes the need to establish the ‘fertile ground for innovation’ by being explicit about the need to be ‘comfortable being uncomfortable’ in order that together they can question, inquire and critique to make things better the learners.

Culturally responsive relationships and practices support and promote the development of learners’ confidence in their identity, language and culture. These relationships are explicitly acknowledged and understood by teachers and learners and contribute to an inclusive learning environment in which there are equitable opportunities to learn.  This video was filmed at Invercargill Middle School.

Senior leaders at Invercargill Middle School have put processes in place to ensure that all teachers participate in and contribute to the co-construction of decisions about how best to move forward. The principal describes the approach as ‘change coming from the classroom, not the principals office’.

This school seeks every opportunity to connect with the groups within its multicultural community to support those groups to connect to one another as well as engage with the school and their children’s learning.

Interruptions to learning are deliberately minimised. When the behaviour of individual students threatens to disrupt the learning of others, the individualized approach and resourcing enables engagement in learning to continue. This video was filmed at Invercargill Middle School.

A school principal talks about how he works with his school community to develop an environment where Māori learners are supported and can succeed as Māori.