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Annual Plan 2025

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Ko te Tamaiti te Pūtake o te Kaupapa: The Child is the Heart of the Matter Above all else, we prioritise the wellbeing and success of our ākonga. Every decision we make is guided by their needs, aspirations, and voices. By nurturing a sense of belonging, identity, and pride in who they are, we empower our ākonga to become con dent, compassionate, and resilient leaders.

There has been a signi cant changes in the leadership of the Kura this year which and also a signi cant change in teaching sta as a result we will be trying to establish a period of continuity within the school. In addition there are several areas that we will be a focus this year: attendance, literacy, numeracy, NCEA quali cations levels and endorsement rates.

Current Position:

Regular Attendance data for 2024

In 2024 NCEA attainment rates were as follows: NCEA Level 1- 70.3% (10% Merit endorsed) NCEA Level 2 - 81.5% (8.7% Merit endorsed) NCEA Level 3 - 64.0% (7.7% Merit endorsed)

End of Year Literacy and Numeracy Data for 2024

Type

Number

%

All

108

48%

Asian

6

55%

European

78

53%

Māori and Pasi ka

21

33%

MELAA

2

67%

Other

1

100%

Level 7

20

69%

Level 8

15

45%

Level 9

20

51%

Level 10

13

43%

Level 11

21

53%

Level 12

10

33%

Level 13

9

35%

Another Gender

0

0%

Female

37

37%

Male

71

56%

Reading: Y7 - At or above expected level 63% Y8 - At or above expected level 46% Y9 - At or above expected level 65% Y10 - At or above expected level 68% Writing: Y9 - At or above expected level 50% Y10 - At or above expected level 45% Numeracy: Y7 - At or above expected level 59% Y8 - At or above expected level 42% Y9 - At or above expected level 48% Y10 - At or above expected level 65%

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How will our targets and actions give e ect to Te Tiriti o Waitangi? • Partnership between the school and the community and also between the school and the crown • Meaningful participation of Māori whanau, community and students • Protection of Māori language, culture and identity • Review and adapt school policies and practices to ensure that they are culturally responsive.


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Annual Plan 2025 by Kris Simpson - Issuu