In this section of our website you'll find our education system evaluations, effective practice reports, resources and guides. These are produced by Te Ihuwaka | Education Evaluation Centre and Te Pou Mataaho | Evaluation and Research Māori.
Read more about Te Ihuwaka | Education Evaluation Centre.
Read more about Te Pou Mataaho | Evaluation and Research Māori.
The team structure in this school supports the professional learning and development of leaders and teachers. Team members discuss their roles, responsibilities and the reciprocal nature of their interactions.
Evaluation and review are the engine room that drives the improvement agenda forward, involving all within the learning community in an ongoing cycle.
Members of a school strategic change leadership team discuss how a significant drop in the NCEA achievement outcomes of their Māori students, which had been consistently tracking upwards since 2009, created a context that required a critically reflective analysis of both cohort and individual data, alongside a review of the current tracking and monitoring processes and tools.
Curriculum approaches in years 9 and 10 are designed to set students up for success.
A school principal talks about how he works with his teachers and Māori community to develop a bicultural school context within which both Treaty partners are acknowledged and valued. A teacher and members of the Māori community describe how this principal’s leadership has facilitated a reciprocal relationship between the school and their local Māori community.
In response to student voice, this school sought external expertise to provide opportunities for the children to learn more about their identity, language and culture. For those involved, the opportunity to develop new knowledge and understandings is just the beginning of the journey.
At this secondary school leaders and teachers have responded to students’ need for more time to achieve their goals. While not mandatory for either staff or students, lunchtime and after school learning sessions have become the norm.
Data and information about teaching and learning is made highly visible and the interpretation and response are a collaborative process. Leaders and teachers reflect on the role of data in professional relationships and how an open approach builds capability and confidence to respond to the challenges that need to be addressed.
The provision of opportunities for collaborative professional learning are designed to build adaptive expertise through enabling the participation and contribution of all staff members.
The report examines how well 15 of New Zealand's Secondary-Tertiary Programmes (STPs or Trades Academies) are meeting the needs of students at risk of not staying or succeeding in education.
The report focuses on good practice and showcases 10 secondary schools with high quality careers education. It identifies factors that contribute to high quality careers education and guidance in New Zealand secondary schools.
This report follows on from ERO’s 2012 report on careers education, Careers Information, Advice, Guidance and Education (CIAGE) in Secondary Schools. This second report investigates how well 74 secondary schools have prepared their students for future opportunities in education, training and employment.
In 2011 the Ministry of Education introduced funding for pedagogical leadership in alternative education to improve the quality of teaching and learning. This evaluation examined the impact of that funding initiative by looking at the work of 10 clusters providing alternative education. It also identified a set of principles to provide guidance on good practice.
