This paper describes the background, methods and key findings from a research project conducted in one Kāhui Ako (Community of Learning) in a city in New Zealand. All 12 schools had significant numbers of Indigenous Māori students whose iwi (tribal) ancestry connected to the region over centuries. Using a mixed methods approach, the study investigated the specific ‘across and within’ school interventions that positively impacted Māori student engagement in learning. Evidence was collected by seeking the views and opinions of students, teachers and whānau (family). Interventions and strategies included collaboration between Māori teachers and across-school leaders, positive school culture focused on the health and well-being of students, localised curricula, and substantial use of te reo Māori and tikanga in most schools. School principals reported limited collaboration with each other due to perceived competition between schools for student enrollments, which is counter to the policy drivers for the Kāhui Ako initiative. Results indicated that culturally inclusive leaders and teachers must deliberately focus on motivating students for their positive futures. This is key to improving the academic and social outcomes for Māori students.

When gifted Māori students feel they belong and find their realities reflected in the curriculum, conversations and interactions of schooling, they are more likely to engage in programmes of learning and experience greater school success. This article reports on a teacher-led project called the Ruamano Project, which investigated whether Maker and Zimmerman's (2008) Real Engagement in Active Problem Solving model (REAPS) could be adapted successfully to identify talents and benefit the student achievement and engagement of Māori boys in two rural Northland, New Zealand secondary school contexts. The project aimed to implement Treaty of Waitangi-responsive and place-based science practices by improving home–school–community relationships through the authentic engagement of whānau and iwi into the schools’ planning, implementation and evaluation of a REAPS unit. As a result of this innovation, teachers’ perceptions of Māori boys shifted, their teaching practices changed, more junior secondary Māori boys were identified as gifted by way of improved academic performance, and iwi and community members were engaged in co-designing the inquiry projects. Our research indicated that the local adaptation of the REAPS model was effective in engaging and promoting the success of gifted and talented Māori boys.

The REAPS model is a teaching and learning model that places students in real-world problem solving, engaging students in active learning. The Ruamano Project was funded by the Teacher Led Innovation Fund, a New Zealand Ministry of Education initiative that supports teams of teachers to develop innovative practices for improving learning outcomes. This article reports on the implementation of REAPS with the Year 9 science students who investigated solutions for a local waterway. The case study involved approximately 90 students, their teachers, and the local community in a decile 3 (low socioeconomic) co-educational secondary school in a rural region of New Zealand. The study shows that the REAPS model can be implemented in the New Zealand context, but requires professional learning and support for teachers. The case study provides evidence that the differentiation principles, when applied to all learners, may increase engagement and identify potential.

Middle leaders are important conduits for school policy and are often required to lead, champion and monitor change initiatives in their departments. This paper examines secondary school middle leaders’ self-reported theories, promotion and leadership of culturally responsive teaching approaches for student equity. The study participants (n = 170) are curriculum leaders in state secondary schools throughout New Zealand, serving a range of diverse populations, including Indigenous Māori students. The quantitative and qualitative data for this project were thematically analysed to inquire into middle leaders’ articulation of their culturally responsive theories, practices, and pedagogical and curriculum leadership to assist members of their departments in supporting Māori student educational success. The study found that although middle leaders could clearly articulate culturally responsive, sustaining and revitalising pedagogies and leadership in alignment with government policies and expectations, they were less clear about the measures they used to evidence these practices. In addition, less than 30% of the middle leader participants mentioned academic achievement as an element of Māori student success, and few mentioned the importance of systematic monitoring of achievement data, or using them to support better learning outcomes for Māori students (184).