TUIA TE MATANGI STRATEGIC GOALS 2021-2023

Strategic Goal/Aim 1. Excellent Teaching – Whakaako
6.2 Kia toa ia ki te whakarongo ki te whakaaro, ki te korero, ki te pānui, ki te tuhi i roto i te reo Māori i roto i te reo Tauiwi hoki. 6.6 Kia mau ki tōna whatumanawa ngā hōhonutanga o te ako o te mōhio.

Objectives | Whakaako as Inquiry; with a focus on whakaako and ako in raising Te Reo Māori.
2021 Development | Review current practices to identify areas of focus for possible Whakaako for Pouako.
2022 Consolidate | | 2023 Maintain | |

Strategic Goal/Aim 2. All Ākonga experience ako success
1.3 Kia pakeke te tangata, kei a ia anō ana tikanga, mana anō e whakatau ko tēhea te huarahi e hiahia ana ia ki te whai, ōtira e tika ana mona. Heoi anō Ahakoa iti Ahakoa rahi kei a ia tēnei. Engari, mehemea i tipu ora tōna katoa,
e kore ia e pāheke ki te he. 6.1 Kai mau kia noho whakaaraara noho koi te hinengaro o te tamaiti ki ngā matau katoa hei arahi i a ia i roto i te ao hou.

Objectives | Pouako will use Ākonga achievement data to identify Ākonga needs and next ako.
2021 Development | Review our current assessment practices to improve pouako capability and Ākonga achievement.
2022 Consolidate | | 2023 Maintain | |

Strategic Goal/Aim 3. Quality Kaimahi and Poari members
The success of our ako community relies very much on the leadership provided by our staff, management
team and trustees. Te Kura Kaupapa Māori ō Tuia Te Matangi leadership team has undergone significant change, as well as professional development in the past few years. It is important to consolidate this, demonstrating strong unified leadership practices to the staff and community. Our Poari Matua will provide effective governance by ensuring effective policies and procedures guide quality decision-making, are inclusive and consultative, and are based on robust self-review around key issues of student achievement, Kura practice & policy delivery. (NAG 2 & 6)

Strategic Goal/Aim 4. Engaging Marautanga – Future Focused
Through the analysis of good quality assessment information*, identify ākonga and groups of ākonga who are not progressing and/or achieving; who are at risk of not progressing and/or achieving; who have special needs (including gifted and talented ākonga); and aspects of the Marautanga which require particular attention; Develop and implement whakaako and ako strategies to address the needs of ākonga and aspects of the Marautanga as identified.

Objectives | Address the needs of all ākonga in self-development.
2021 Development | Develop a marautanga with a well-being plan (Ākonga keeping themselves safe).
2022 Consolidate | | 2023 Maintain | |

Strategic Goal/Aim 5. A strong Ako community built on equity and our cultural strengths
Community is central to the ako of young people. One of the key aims of education is to equip them to contribute to the communities in which we live, and a strong kura community facilitates their ako. Many people have commented that the ‘sense of community’ is a desired key feature of the kura, Our cohesive ako community supports the development of critical competencies such as managing self, relating to others, and participating and contributing, and provides a supportive environment in which academic competencies can more easily develop. We believe however that we need to continue to develop strong partnerships within our kura community, particularly between parents, whānau and pouako. We need to draw more creatively and productively on the diverse cultural and professional strengths & resources of our community. (NAG 7)

Objectives | Strengthen the home/ kura partnership.
2021 Development | Development an engagement plan for whānau to be more involved with the kura.
2022 Consolidate | | 2023 Maintain | |