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Latest ERO review

2023-04-28 · Shelley Booysen, ERO

ERO report
  • School leaders recognise the need to prioritise the improvement of outcomes for ākonga, with a lens on equity and excellence
  • Collaborative data analysis and sense making practices are beginning to support decision making focused on improving outcomes for ākonga
  • Ongoing professional learning for kaiako aligns with the strategic priorities and the evaluation focus
  • Need to establish a collaborative team to lead and implement the evaluation process
  • Community voice and experience collection required to inform the evaluation
"school leaders recognise the need to prioritise the improvement of outcomes for ākonga, with a lens on equity and excellence"
— ERO, 2023-04-28 (leadership)

Trajectory across review cycles

Year-over-year change per dimension based on consecutive ERO reviews.

achievement maori 75 → 55 (-20)

Between 2014 and 2017, Rangeview Intermediate experienced a significant decline in Māori student achievement outcomes. The 2014 report highlighted that 'Māori students have made good progress in writing and mathematics,' but by 2017, the school faced a concerning reversal where 'Māori and Pacific children achieve below all students in National Standards for reading, writing and mathematics, though disparity is being addressed.' Despite this decline, the 2017 report notes the school has developed targeted improvement plans since 2014.

2014-09 → 2017-05 diff source

achievement pasifika 75 → 55 (-20)

Pacific student achievement declined from a position of significant progress in 2014 to below all students in National Standards by 2017, despite the school implementing strengthened provision and plans to address the disparity since 2014.

2014-09 → 2017-05 diff source

wellbeing 80 → 65 (-15)

Between 2014 and 2017, wellbeing framing shifted from emphasizing broad connectedness and belonging through school values to focusing on specific behavioral management and student reintegration. The 2014 report highlighted that 'School values of RISE are creating a sense of connectedness and belonging for students, staff and the wider school community,' while the 2017 report emphasized the PB4L programme's role in promoting 'affirming school tone with careful management of student stand-downs,' suggesting a more targeted intervention approach to wellbeing rather than a values-based cultural foundation.

2014-09 → 2017-05 diff source

curriculum 80 → 68 (-12)

The curriculum approach shifted from a broad, student-centred learning model (2014) to a more structured, standards-focused framework with explicit teaching goals (2017). While the 2014 report emphasized a 'new middle-school structure promoting a broad curriculum focused on student-centred learning,' the 2017 report highlights that 'Teachers share learning goals with children and are more explicit in their teaching approaches,' reflecting greater emphasis on National Standards alignment and measurable outcomes.

2014-09 → 2017-05 diff source

leadership 80 → 70 (-10)

Leadership was consistently strong across both reports, with a shift in emphasis from visionary change implementation (2014) to operationalizing learner-focused systems and processes (2017). The 2014 report highlighted the principal's capacity to 'implement the school's vision for change and development,' while the 2017 report emphasized 'purposeful leadership' focused on reliable teaching practices and achievement data use.

2014-09 → 2017-05 diff source

Audited financials

Year ended 2024 · Audit opinion: qualified

Annual report

Total revenue

$4.58M

Surplus / (deficit)

$3k

Net assets / equity

$1.24M

2 years of audited data on file · View full history (Pro)