Clyde Quay School - 06/04/2017


There were 229 students enrolled at Clyde Quay School at the time of this external evaluation. The roll is made up of students from a wide range of ethnic groups. Nineteen identify as Māori, six as Pacific, 24 Indian and 21 Chinese, together with students from many other ethnicities. Forty-two children are English Language Learners (ELLs). Celebrating each child’s identity, language and culture to support success for Māori, Pacific and others is one of the school’s valued outcomes.

Since the 2013 ERO evaluation, there have been few staff changes, with some restructuring at the leadership level this year. Professional learning and development in 2014 focused on oral language with democratic education being the focus since 2015. The latter gives emphasis to ‘students learning anywhere, anytime, anyhow’. A relatively new board of trustees was elected in 2016.

How well is the school achieving equitable outcomes for all children?

Students achieve well at Clyde Quay School. National Standards’ data indicates overall improvement over the last four years. It shows a steady upward trend for Māori students from 2013-15, with the majority achieving above their peers in reading, writing and mathematics at the end of 2015. Māori and Pacific students make good progress over eight years. ELLs achieve well in mathematics and make very good progress over time in reading and writing.

Trustees and senior leaders are clearly focussed on achieving equitable outcomes for all students. The board and senior leaders give specific emphasis to reducing disparities. At the time of this evaluation most students achieved at or above National Standards. Strong emphasis is given to all students achieving success across the curriculum, with examples of accelerated progress in reading, writing and mathematics for some students at risk of underachievement.

School performance has been sustained over time through well-focused, embedded processes and practices. Clyde Quay addresses in-school disparity in educational outcomes.

ERO is likely to carry out the next review in four to five years.

Equity and excellence

How effectively does this school respond to Māori and other children whose learning and achievement need acceleration?

Clyde Quay School is highly effective in responding to Māori and other children, including ELLs, whose learning and achievement need acceleration. The school’s internal evaluation information identifies specific programmes that support acceleration in literacy and numeracy. The board makes good resource provision based on this information.

Most students, including Māori and Pacific, achieve at or above National Standards with examples of acceleration over time for those below. By the end of 2015, Māori achieved above their peer groups in reading, writing and mathematics. This trend continued in 2016 for the Māori and Pacific students who had been at Clyde Quay for some time.

A good range of national assessment tools is used to support teachers to make overall judgements about students’ achievement in relation to National Standards. Moderation occurs in teaching teams, across the school and outside the school at times. This supports the validity and reliability of achievement information.

Teachers know the students well. They make good use of assessment information to identify learning needs and plan differentiated programmes. Students achieving below National Standards are included in the board’s annual targets. They are well supported by class teachers and receive additional teacher, teacher aid, peer and programme support as required. Progress is regularly monitored and teachers often seek support to adjust practice or select programmes to better meet identified needs.

Strong focus is given to all students achieving success. Celebrating each child’s identity, language and culture to support success for Māori, Pacific and others is one of the school’s valued outcomes. Te reo Māori is used naturally by the principal and teachers in school, team and class settings.

School conditions supporting equity and excellence

What school processes are effective in enabling achievement of equity and excellence?

Trustees and senior leaders have an unrelenting focus on enabling achievement of equity and excellence. Well-considered processes and practices support continuous improvement in line with the vision ‘to develop students who are creative thinkers who can flourish in an interconnected world’. They include:

  • an effective board that sets high expectations. Trustees have given considerable thought to reviewing and refreshing the charter/strategic plan with input from the school community. They scrutinise achievement data and ask questions of leadership about any emerging disparities to inform resourcing decisions. Trustees are supportive of school leaders and relationships are based on trust, integrity and openness

  • strong, strategic leadership. School leaders work collaboratively to pursue the vision, goals and achievement targets to move students from below to at the National Standards in reading, writing and mathematics. They promote an inclusive, supportive environment for student learning and wellbeing. Students and families are regularly surveyed to inform school improvement

  • an effective, culturally responsive curriculum. While priority is given to literacy and numeracy, students’ participate in a wide range of learning opportunities across the curriculum. Students are encouraged to share cultural traditions and celebrations. A ‘future focused’ approach that promotes learning anytime, anywhere and anyhow has been recently introduced in senior classes. Teachers provide workshops based on identified needs and digital devices are used to assist learning. Senior students are starting to take greater responsibility for their programme planning

  • a strong focus on increasing teacher capability. Targeted professional learning and development, inquiry and research is strategically planned and supports continuous improvement

  • a consistent appraisal process that is responsive to teachers’ needs and optimises opportunities to improve their practice

  • learning partnerships with parents and whānau. The school has evidence to suggest that where these partnerships are well developed there is greater likelihood of accelerated progress

  • internal evaluation, with input from other external evaluators, that gives motivation to improve and aligns to the school’s vision and strategic goals.

Sustainable development for equity and excellence

What further developments are needed in school processes to achieve equity and excellence?

Findings from the school’s internal and ERO’s external evaluation identify further developments to assist the board and school leaders to sustain equity and excellence. These include continuing to:

  • scrutinise achievement data closely to ensure any emerging disparities are addressed early

  • strengthen the appraisal process by ensuring all Practicing Teacher Criteria are included each year and that each teacher receives written feedback about their strengths and next steps

  • strengthen leadership capacity amongst and across the senior leadership team due to the recent restructure

  • develop reciprocal, learning-centred partnerships with parents and whānau, especially of those students whose achievement requires acceleration

  • review the curriculum, in partnership with the school community, in light of the recent future focused approach that encourages students to learn anywhere, anytime and anyhow.

Board assurance on legal requirements

Before the review, the board 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 and certification

  • processes for appointing staff

  • stand down, suspension, expulsion and exclusion of students

  • attendance

  • school policies in relation to meeting the requirements of the Vulnerable Children Act 2014. 

Going forward

How well placed is the school to accelerate the achievement of all children who need it?

Children are achieving excellent educational outcomes. School performance has been sustained over time through well-focused, embedded processes and practices. This school has successfully addressed in-school disparity in educational outcomes.

Agreed next steps are for:

  • the board to sharpen annual achievement targets with a stronger focus on acceleration for students below and above National Standards; and, develop an annual reporting schedule for school leaders against annual objectives and targets for acceleration

  • school leaders to strengthen the curriculum development plan so objectives are specific, measurable and realistic. Including success indicators is likely to help strengthen internal evaluation.

ERO is likely to carry out the next review in four to five years.

Joyce Gebbie

Deputy Chief Review Officer Central

6 April 2017

About the school 



Ministry of Education profile number


School type

Years 1 to 8

School roll


Gender composition

Girls, 49% Boys, 51%

Ethnic composition

Māori 8%

Pacific 3%

Pākehā 49%

Indian 10%

Chinese 9%

Vietnamese 3%

Other ethnic groups 18%

Provision of Māori medium education


Review team on site

February 2017

Date of this report

6 April 2017

Most recent ERO report(s)

Education Review, February 2013

Education Review, December 2009

Education Review, October 2006