Te Kāinga Huarahi February 2023

Background

The Chief Review Officer has the authority to carry out reviews (which may be general or in relation to particular matters) of the provision of a safe physical and emotional environment that supports learning for students accommodated in hostels under section 470 of the Education and Training Act 2020. This function is delegated to review officers who have the powers to enter and carry out review of hostels under section 472 of the Act.

Context 

Te Kāinga Wānanga provides boarding facilities for eligible Māori and Pacific students who attend Auckland Grammar School and can accommodate up to 55 male boarders. 

Te Kāinga Huarahi provides boarding facilities for eligible Māori and Pacific students who attend Epsom Girls Grammar School and can accommodate up to 32 female boarders. 

The InZone Education Foundation (IEF) manages both hostels, which share the same board of trustees (the board) and management team. 

This second ERO review for both Hostels was brought forward from 2023 following receipt of a complaint about Te Kāinga Wānanga. This review focused on the extent to which all boarders are provided with a safe physical and emotional environment that supports their learning, including the hostel processes for managing complaints. 

A new management team and support staff that oversees both hostels have been in place since October 2021.

Findings

Living in the hostel community is underpinned by principles and practices of te ao Māori, which provides an effective tikanga framework for a culturally responsive and inclusive boarding environment. 

The hostel’s whakatauki reflects the desired outcome for boarders: “Me Rangatira te tu – Carry yourself like a Rangatira.” The values of Kotahitanga (unity, solidarity, common purpose), Kia Tika, Kia Pono (Respect, integrity, fairness), Manaakitanga (generosity, aroha, loyalty) and Kia Māia (the responsibility to strive for excellence) are evident in the daily life of boarders.

The leadership team is supported by a capable and committed governance board that oversees the vision and special character of the hostels.

Boarders who met with ERO during the review expressed a sense of belonging to the hostel and felt encouraged to build relationships with each other that support and challenge their personal growth. Programmes intended to develop boarders’ social and emotional competencies, resilience and cultural knowledge are implemented as needed. 

Academic support and resourcing reinforce high expectations for all boarders’ learning outcomes, in close connection with the school. Strategies, including specialised tutoring, are in place to support individuals meet their goals. Support from the community and access to community resources enhance boarders’ experience of living away from home.

Building effective relationships between leadership and boarders’ whānau has had variable success and has at times been challenging. However, it is imperative in supporting the success of the rangatahi who reside at the hostel, that leaders continue to explore ways to strengthen reciprocal, respectful, and learning-centred relationships. 

Hostel operations and whānau connections would be strengthened by improved record keeping and reporting, including consistent use of the boarding software to monitor boarder health, wellbeing and leave arrangements.

In 2021 the board commissioned an independent investigation of its management, practices, and behaviours in response to complaints and concerns relating to the provision for the rangatahi of Te Kāinga Huarahi.

ERO found that the hostel leaders at that time had not followed their policies and procedures in place for managing concerns and complaints, resulting in complaints not being resolved in a fair, speedy, and efficient manner.

In 2022 the board commissioning an independent investigation into the management of behaviour and the provision for health and safety of boarders in Te Kāinga Wānanga. 

The board positively responded both investigations, by planning actions aimed at addressing the findings.

The board took the opportunity to restructure its staffing and leadership of the two hostels, following several staffing changes.  A new management team and support staff were put in place at the end of 2021.

In June 2022, the board undertook a review of its policies and procedures, and how well they were being implemented. The outcome of this review, along with the findings from the investigations, were used by the board and staff to inform recommendations for future action. These recommendations focussed on changes that should improve the culture and the strengthen the provision for a safe environment for both hostels. This information was shared with boarders’ whānau at a mid-year hui to gather feedback.

The processes undertaken over the past 18 months have generated a wealth of information that has provided clarity for key areas of strength and priorities for improvement. ERO encourages the board to continue to reflect on and use this information to evaluate the impact their decision making has on their effectiveness of delivering the hostel mission, vision and fully enacting its values. 

The board has indicated, following the onsite phase of this review, that they intend to develop a strategic plan in early 2023 to address the areas for improvement that they have identified and ERO has highlighted.

This plan should include the following next steps:

• Further develop systems, processes and practices that reflect and enact the foundations, values and whakatauki of both hostels.

• Establish clear expectations and guidance for leaders and staff that promote culturally responsive behaviour management.

• Continue to build a positive and inclusive climate and environment for all students.

• Strengthen relationships and engagement with whānau that supports success for rangatahi.

• Provide professional learning and development for all staff to build capability that supports the effective implementation of the areas identified for improvement. 

Greater attention is required to listening and responding to boarders’ and whānau experiences of living in community through formal, informal, and anonymous surveys. Developing a culture where boarders feel confident about sharing their views and concerns is essential.

Hostel management needs to respond to and report on the:

• clarity of rules for boarders’ conduct, and consistency and transparency of application of these rules

• experience of boarders and parents from Pacific cultures 

• extent to which alignment between Te Kāinga Huarahi and Te Kāinga Wānanga could be enhanced for the benefit of both the girls and the boys in residence.

Conclusion

Once the development plan is established and shared, ERO will work with the hostel board and management to monitor its implementation. 

During 2023 ERO will provide an opportunity for the board to share their evaluation of the progress towards achieving the key next steps and addressing the areas of non-compliance outlined in this report. 

Compliance

The hostel manager and the hostel owner have attested in the Hostel Assurance Statement that they met the requirements of the Education (Hostels) Regulations 2005. 

At the time of the on-site phase of the review ERO identified non-compliance in relation to the extent to which it follows its policies and procedures for:

• managing complaints

• conducting evacuation drills

• hazard management

• policy management.

Following the onsite phase of the review

The board and hostel leaders have taken the necessary steps to address non-compliances identified above, and to ensure that the hostel regulations itemised above are implemented as is required under the Education (Hostels) Regulations 2005.

Ngā mihi

Jane Lee
Deputy Chief Executive Review and Improvement Services