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.

Te Pou Mataaho, ERO’s evaluation and research group, and Te Uepū ā Motu, ERO’s national evaluation and review team, pursued this evaluation to provide an evidence base about the initial impacts of Covid-19 on Māori-medium education and how the sector responded.

I whāia tēnei arotake e Te Pou Mataaho, te rōpū arotake, rangahau hoki a Te Tari Arotake Mātauranga me Te Uepū ā-Motu, te rōpū arotake ā-motu a Te Tari Arotake Mātauranga, ki te whakaputa i tētahi kohinga taunakitanga e kitea ai ngā pānga tōmua o te Mate Korona ki te rāngai mātauranga reo Māori, me ngā rautaki i whāia ai e taua rāngai.

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.

I Aotearoa nei, i tino raru te rāngai mātauranga reo Māori i te horapatanga o te Mate Korona, i kati ai ngā tatau o ngā kura, i mate ai hoki ngā whānau me ngā kaiako ki te tīni i ā rātou mahi ki te whakaako ki te kāinga me te ako tawhiti.

Ko tētahi raru i roto i te huhua, ko te korenga o ngā taputapu matihiko me ngā rauemi, ka mutu ko ngā hapori Māori ērā i rongo i te korekore rawa atu nei.

Evaluation insights by the ERO, alongside contributions from the Te Kōhanga Reo National Trust and kōhanga reo whānau inform the findings of this report, which highlights effective practice in kōhanga reo, specifically the support children need to grow and thrive through a quality immersion pathway.

E whakakoia ana tēnei aromātai i te tino hua motuhake o te mātauranga rumaki reo Māori o te kounga kairangi, me te hāpai whakahirahira anō hoki o tēnei i te tamaiti, mai i tōna whānautanga mai. Kei te mārama pū ngā kitenga, a, e whakatau ana hoki i te ariā e kī ana, e āhei ake ana ngā tamariki ki te eke angitu hei ākonga nā te noho ki tētahi taiao e whakanui ana, e whakamana ana hoki i te reo, te ahurea, me te tuakiri.

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.

Engaging in multiple strategies to elicit and respond to student voice ensures that students have direct input into curriculum design.

This school has implemented the Reading Together programme for many years. Leadership sees the value of the programme in building strong learning relationships with family and whanau and supporting emerging literacy.

The Modern Learning Environment requires practices and behaviours of both teachers and learners to that optimise the potential of the flexible learning spaces and digital tools.

An analysis of achievement data and a desire to introduce more culturally responsive pedagogies into the classroom were triggers for introducing an inquiry -based approach to the teaching of mathematics at Manurewa Central School.

At Manurewa Central School, the relationship between the principal and trustees is described in terms of how trust and confidence is built through effective listening and transparent reporting, interrogation and discussion of information.

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’.