- curriculum statements that give clear guidance for effective teaching practice, and expectations of student outcomes across all learning areas
- provision of guidelines for moderation practices in reading, writing and mathematics
- identification of expectations for effective culturally responsive practices across all learning areas
- reflection and response to whānau Māori aspirations for Māori learners
- reflection and response to Moriori family aspirations for their children
- provision of effective practices to promote successful transitions for students and their families in and out of the school.
A well-considered focus on developing greater levels of involvement and relational trust across the school community is evident. Families, whānau and the community are welcomed and involved in school activities as respected and valued contributors to learning.
3 Sustainable performance and self review
How well placed is the school to sustain and continue to improve and review its performance?
The school continues to develop its capability to sustain and improve its performance.
Following a period of significant leadership and staffing changes, the new principal has prioritised establishing and strengthening key organisational and learning conditions. Most developments are at an earlier stage of establishment or implementation. These will need to be embedded, consolidated and sustained over time. A range of professional learning and development opportunities support this focus. This should better promote successful learning and wellbeing outcomes aligned to school priorities.
Board members actively represent and serve the school in its stewardship role. Trustees receive useful information from the principal. Regular training and support from the New Zealand School Trustees Association for board members promotes shared understanding of the trustee role and responsibilities. Good systems and governance guidelines are in place for meeting statutory requirements.
Trustees and leaders have undertaken strategic community consultation to inform decision making and review and develop the school charter. Purposeful engagement with local iwi and imi supports an increased acknowledgement of identity, language and culture for Māori and Moriori students and their families. Trustees and the principal acknowledge this is an area for ongoing development.
A shared understanding of internal evaluation across all levels of the school is required. This should support trustees and staff to better determine the effectiveness of teaching practices, learning interventions, and school operations on raising achievement and improving outcomes for all students.
Key next steps
The principal and teachers now need to focus on the:
- effective monitoring and reporting of progress and acceleration of all groups at risk of not achieving educational success
- ongoing curriculum review that reflects the school’s diverse learners and their families
- use of internal evaluation to more effectively and formally analyse the impact and effectiveness of school operations, teaching programmes and initiatives on student outcomes.
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.
Actions for compliance
ERO identified non-compliance in relation to:
- consulting with the school community regarding the delivery of the health curriculum.
In order to address this, the board of trustees must:
- adopt a statement on the delivery of the health curriculum after consultation with the school community, at least once in every 2 years [Section 60B Education Act 1989].
Since the onsite stage of the review the board and principal have actively engaged to address this.
4 Recommendations
Recommendations, including any to other agencies for ongoing or additional support.
Trustees and the principal have requested the continued support of ERO for the next one to two years. ERO agrees with the need for ongoing involvement.
The school acknowledges the effective support provided by the MoE. Additionally, ERO recommends that the school continues to seek assistance from the MoE in order to support curriculum development and implementation, and to sustain and continue to improve student learning and achievement.
Conclusion
On the basis of the findings of this review, ERO ‘s overall evaluation judgement of Te One’s performance in achieving valued outcomes for its students is: Developing.
Dr Lesley Patterson
Director Review and Improvement Services (Southern)
Southern Region - Te Tai Tini
About the school
Te One School - 20/12/2016
20 Dec 20161 Context
Te One School is the largest of three schools on the Chatham Islands. It is situated in Te One and near Waitangi, the main population base of Rekohu/Wharekauri, the largest island. The school has a roll of 63 children, more than half of whom are Māori. The board generously funds the school so that there are three fulltime teachers as well as the principal. Two of the four parent trustees are new to the board. The other two, one of whom is the chairperson, have been on the board for around two years.
Although the school is remote, teachers have participated in a wide range of professional development opportunities through a mixture of off-island courses, on-line work, and visiting providers.
The school has continued to have many changes of staff since the last review.
2 Equity and excellence
The vision and valued outcomes defined by the school for all children are to embrace the unique Chatham Islands way of life, and educate their children in a safe, caring and positive environment. Through the vision the board seeks to enable their students to become confident, respectful individuals who are able to successfully contribute to their ongoing journey. The school's values are responsibility, honesty, cooperation, respect, and working toward 'Personal Best' by aiming high.
The school’s achievement information shows that over the past four years about 40% of children are working below or well below the National Standards in reading, writing and mathematics. Around two thirds of girls are achieving at or above the standard. Māori children and boys are not achieving well. In 2015, 45% of Māori and half of the boys were reading at levels below national expectations.
Teachers need to work as a team to moderate children's achievements and form overall teacher judgements. The only moderation is between the principal and an individual teacher. The planned moderation process for writing did not occur. There is no moderation with the other Chatham Island schools.
Since the 2013 ERO review, the school has provided a range of professional development opportunities for teachers, and had a focus on student behaviour. The student behaviour plan has been rewritten, and teachers have made a start, with the help of the Resource Teacher - Learning and Behaviour to implement aspects of the Positive Behaviour for Learning programme. Some work has been undertaken to evaluate and revise curriculum plans with mathematics, English and science being the most recent reviews.
3 Accelerating achievement
How effectively does this school respond to children whose learning and achievement need acceleration?
The school is not yet responding effectively to children whose learning and achievement need to be accelerated.
The school uses a good range of assessments to identify children at risk of not achieving equitable outcomes. However, it is not using this information to plan and implement programmes to accelerate all of these children.
Some children are targeted for extra small group or individual support outside of the classroom. However there has been no formal evaluation of how well these programmes are accelerating children's progress.
4 School conditions
How effectively do the school’s curriculum and other organisational processes and practices develop and enact the school’s vision, values, goals and targets for equity and excellence?
The school's curriculum, processes and practices go some way to enact its vision, goals and targets. However the targets are not sufficiently aspirational for the board to be assured that all children are getting the support they need to be their best.
The parent trustees need training so that they are confident of their roles and responsibilities and better able to carry them out. Since the on-site stage of the review, a staff trustee has been elected to the board.
Trustees need to be more involved in setting the school's vision, goals and targets, and monitoring these to make sure that all students are making sufficient progress to meet the National Standards by the time they leave school. This is particularly important in meeting the charter goal of preparing children to attend boarding schools at the end of Year 8. Some children who are achieving at or close to the standard could be achieving at a higher level if there were higher expectations from the board and teachers, and in some cases, more effective targeted teaching.
The school's targets are not sufficiently challenging and focused on improvement. The 2016 targets are to raise the proportion of children in Years 3 to 8 at or above National Standards from 60% to 65%, 53% to 60%, and 43% to 50% in writing, reading and mathematics respectively. These targets do not meet the needs of many children who will still be below the standard. The school's current targets will not achieve the national expectation that 85% of children will be achieving at the National Standards by the end of Year 8.
The teachers as a team have some good strengths and skills. These could be better used to support teaching and learning across the school. There needs to be better alignment between the school's goals and targets and teachers' planning and delivery of the curriculum. Teachers need to be more involved in analysing achievement information so that they can use it to plan and address children's learning needs.
Two of the three fulltime teachers are recent graduates who have taught only, or mostly, at this school. They need to be better supported to provide learning opportunities for children that meet their needs while they are within the classroom programme.
The school makes effective use of community resources to provide relevant local learning experiences for children. For example, visitors to the island who have skills in particular fields are encouraged to talk with the children and share their skills with them.
The school's links with parents and the wider community have become less effective in the past year or two. Links with Māori parents and the marae are not as frequent or engaging as previously. The school has made an initial contact with both local iwi, but needs to be more proactive in strengthening these links to regain the strong support from the community that has been evident in the past. Following consultation with iwi and gaining the aspirations of the parent community, there needs to be an evaluation of the school’s te reo and tikanga Māori programme. Trustees and leaders need to ensure the programme meets and promotes the range of cultural skills, strengths and interests of students transitioning from the kōhanga reo and through the school.
The board needs to undertake regular anonymous surveys of students, parents and staff. ERO found concerns around the safety of staff and students that had not been dealt with in ways that have resolved the issues for those concerned.
The board needs to undertake a formal exit interview process to ascertain the reasons for teachers leaving so that it can effectively respond to any emerging trends and patterns.
Trustees need to put in place a plan for evaluation of the outcomes of teaching and learning. At this stage they have little information to assist them to confidently make resourcing decisions to support children at risk of not achieving good educational outcomes. A stronger focus on internal evaluation would assist them in allocating resources where the most gains can be made.
5 Going forward
How well placed is the school to accelerate the achievement of all children who need it?
Leaders and teachers:
- have not yet adequately built their knowledge of the children whose learning and achievement need to be accelerated
- have not yet adequately established necessary conditions to effectively accelerate learning and achievement
- are not well placed to achieve and sustain accelerated achievement for all children who need it
ERO intends to carry out a process of ongoing evaluation to support development over the course of one-to-two years.
6 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 the following:
- board administration
- curriculum
- management of health, safety and welfare
- personnel management
- asset management.
During the review, ERO checked the following items because they have a potentially high impact on student safety and wellbeing:
- emotional safety of students (including prevention of bullying and sexual harassment)
- physical safety of students
- teacher registration
- processes for appointing staff
- stand down, suspensions, expulsions and exclusions
- attendance
- compliance with the provisions of the Vulnerable Children Act 2014.
ERO found several areas of non-compliance.
- The board has not been receiving adequate information on student achievement. While the data for individual assessments is provided in detail, the board has not received analysed information about how well all children are progressing towards the national standards. The board, through the principal and staff, must gather information that is sufficiently comprehensive to enable the progress and achievement of students to be evaluated.
[NAG 1(b)] - The board, through the principal and staff must maintain an on-going programme of internal evaluation in relation to its strategic plan including how the school is giving effect to the National Education Guidelines through its policies, plans and programmes, including those for curriculum and National Standards.
[NAG 2(b)] - There is no careers education and guidance programme for students in Year 7 and 8.
[NAG 1(f)] - There has been no consultation with the school community on the health curriculum.
[Section 60B Education Act 1989] - The board must develop and implement personnel and industrial policies which promote high levels of staff performance, use educational resources effectively and recognise the needs of students.
[NAG 3(a)] - There is insufficient documentation about how two beginning teachers obtained their full practising certificates. A teacher has met the Practising Teacher Criteria when they have been appraised by their professional leader and this professional leader can attest that the teacher has provided evidence of meeting all of the Practising Teacher Criteria. ERO could not establish a meaningful basis for the principal's attestation for the two beginning teachers.
[Interim Policy for Registration, Practising Certificates and Limited Authority to Teach, Education Amendment Act on 12 February 2015] - Risk management systems (RAMS) are out of date and have not been appropriately signed off. The board needs to take responsibility for the many excursions off the school grounds, and formally delegate authority to the principal for any low-risk excursions it so chooses. The board must provide a safe physical and emotional environment for students.
[NAG 5(a)]
7 Recommendations
ERO recommends that the Secretary for Education considers intervention under Part 7A of the Education Act 1989 in order to bring about the following improvements:
- raising student achievement
- the quality of teaching and learning
- developing governance
- internal evaluation.
ERO recommends that NZSTA provides training for the board in its roles and responsibilities, and to assist it with understanding its role in promoting high standards of student achievement.
Dr Lesley Patterson
Deputy Chief Review Officer Te Waipounamu/Southern
