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 collection of videos and publications is called Improvement in Action and illustrates what works to achieve successful outcomes for all children and young people in the education system.
The video sequences bring to life ERO’s School Evaluation Indicators.
Starting school is a major childhood event. It can be an exciting time for children and their families. But it is a big change, and so it can also be an uncertain time. A good start at school sets children up to succeed at school. We looked to see how changing to cohort entry impacts on children, their peers, and whānau, as well as their schools and early childhood education services.
Starting school is a major childhood event. It can be an exciting time for children and their families. But it is a big change and can be an uncertain time. Since 2018, schools have been able to have children start in groups at certain dates during the year. This is called cohort entry. ERO found that cohort entry has a range of benefits for children’s wellbeing and learning, schools’ ability to structure transitions more easily, and for teachers due to fewer disruptions and more time to teach.
The disruptions caused by Covid-19 over the last two years have been challenging and long lasting. Auckland in particular has had many lockdowns and is where the majority of Pacific learners live.
Pacific communities have faced the challenges of Covid-19 with resilience and schools have put in a range of responses to support Pacific learners through the disruption. This report shines a light on these challenges and shares successful strategies.
The disruptions caused by Covid-19 over the last two years have been challenging and long lasting. ERO’s new report, Learning in a Covid-19 World: The Impact of Covid-19 on Pacific Learners, looks closely at the achievement, attendance, mental health and wellbeing, school contexts, and education pathways of Pacific learners over this time. The report shines a light on challenges and shares successful strategies.
Te reo Māori is a critical part of the learning environment in Māori-medium education.
There is a clear commitment from kōhanga, kura, kaiako, kaimahi, whānau, hapū and iwi to
the revitalisation and resurgence of te reo Māori me ngā tikanga Māori. Intergenerational
transmission of te reo Māori me ngā tikanga Māori is valued and kura view kaumātua and
Across all Māori-medium, a strong foundation built on whanaungatanga and ancestral connections helps learners feel a strong sense of belonging at kura, home and in the wider community. Whakapapa and whanaungatanga underpin all interactions for kura, whānau, kaimahi and learner, with whānau, hapū, iwi and marae communities playing an important role.
A common condition present in Māori-medium education is leaders as visionaries. Leadership is effective, strategic, aspirational, inspirational and innovative, and they encourage these characteristics among staff.
The role of teaching and learning itself is identified as a key condition across Māori-medium education, reinforcing the importance of kaiako, kaimahi and whānau in supporting learner success.
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 report explains strategies for supporting secondary students’ engagement during the Covid‑19 pandemic. These strategies include re-engaging students who present with wellbeing concerns or show signs of disengagement. The report also includes some innovative actions schools used to promote student engagement after the first lockdown in 2020.
This short guide is for school leaders and teachers in schools with secondary-aged students. It covers what we found from talking to schools in 2020 about the impact of Covid-19, and shares strategies used by schools to respond to the challenges they faced. It also sets out some actions that could be considered for continuing to support students, parents, whānau and staff in 2021.
How well were school leaders determining Professional Learning and Development priorities and evaluating its impact?
ERO spoke with school leaders responsible for planning Professional Learning and Development (PLD) and looked at a variety of documents in 242 state or state-integrated schools (excluding kura) reviewed in Terms 3 and 4, 2018. ERO made an overall judgment about how well school leaders were determining PLD priorities and evaluating the impact of PLD.
This evaluation studies effective practice in schools’ senior curriculum. It contributes to the review being undertaken by the Ministry of Education (the Ministry) of the National Certificate of Educational Achievement (NCEA). The Ministry-led review focuses on the implementation of NCEA as the national assessment system for the senior years of secondary schooling.
A deliberate approach engages family and whānau in learning centred relationships. This approach expands and strengthens the community of learners so that more active support and opportunities are provided for all the children.
Students acknowledge the role leaders and teachers play in instilling in them the self-belief to become confident, connected, actively involved, life long learners
The focus on driving and sustaining improvement in outcomes in this school involves solution seeking processes typified by innovation and whole school participation. The principal describes the approach that supports this ongoing activity as more entrepreneurial than hierarchical.
Senior leaders talk about the approach and processes associated with doing and using evaluation for improvement.
The senior leadership team are responsible for specific portfolios and work interdependently to realise the shared vision of equity and excellence for all.
