School Mission, Vision and Values
School Mission
To provide a holistic education to students through a Christ centred and student focused approach, where all students are supported in their learning journey. To be achieved through the College Motto, ‘Seek Christ’ and through all our interactions.
School Vision and Values
The College Motto is ‘Seek Christ’ and it is through our daily relationships that we bring alive this motto. Every interaction is important as we live the College RISE values. Through, Respect, Inclusion, Service and Excellence we seek to foster the growth and development of each person, young and adult, through a holistic approach and understanding of curriculum. This is further reinforced through the inclusion of students in the St Josephs' Centre and the pastoral support provided to each member of the College community through the vertical pastoral care structure at Seton Catholic College. Our Patron, Saint Elizabeth Ann Seton as a wife, convert, mother, educator, religious founder, widow and saint provides guidance as to how we should act and respond as a community. Her story inspirers all to strive for excellence through working and rising above adversity that is experienced through our lives. St Elizabeth Ann Seton provides inspiration as we face our daily challenges through her support of family, others and her devotion to Jesus. As Mother Seton said:
"Livesimply,sothatallmaysimplylive"
Principal Statement
Our School Improvement Plan (SIP) at Seton Catholic College is a dynamic and cyclical process (as shown below in Figure 1) that champions continual growth and improvement, consistently raising the bar towards being the best version of ourselves. It is designed to be responsive to both internal and external needs, ultimately creating a culture of accountability for all members of our team. By engaging all levels of our school community – from Teachers and Learning Areas to Middle Leaders and the College Leadership Team (CLT) –we ensure that our efforts are grounded in the experiences and insights of our educators, refined through collaborative discussions, and aligned with our strategic goals. This robust framework aims to achieve excellence across all Pillars of Quality Catholic Education whilst at the same time support the strategic goals of CECWA.
Figure 1: School Improvement Cycle
Strategic Intents | 2025 – 2027
CATHOLIC IDENTITY (Formation for Mission)
STRATEGIC INTENTS
Witnessing Mission of Catholic Education – ongoing development of the College charism, House values and culture.
Concern for Justice with a focus on Service and the promotion of Charity.
Providing opportunities for staff and students to grow in their faith.
Improve student and staff awareness of learning progress through improved processes for assessment design, moderation and feedback.
Implement innovative teaching practices and develop learning environments that promote active learning and foster student ownership of their educational journey. Create dynamic and engaging learning environments, which empower students and involve parents/guardians in the process, encouraging curiosity, critical thinking, and a lifelong love of learning.
Develop proactive responses to the pastoral needs of students in promoting resilience, healthy relationships and positive well-being. Continue to identify and review key communication systems in the Ngalla Maya Wellbeing Centre.
Advocate and promote contemporary leadership that reflects Christian Service and College values / standards with all staff, particularly Pastoral Care teachers.
Engage and further enhance relations with local community groups e.g. the Walyalup Catholic Schools Network primary schools. Extend this to other neighbouring Catholic primary schools such as Orana and Mel Maria Primary School. Aim for 4 streams from Catholic feeder schools and the First Nations community.
STEWARDSHIP Growth for Access
INTENTS
Develop sustainable structures, system and processes that are consistent with Catholic social teaching.
IMPROVEMENT GOALS
Continue to build and develop the College charism, House values and culture.
Promotion of core value of Service, understanding and appreciation of Social Justice through College and House charity initiatives
Providing meaningful opportunities for staff to grow in their faith through the development of faithbased training programs and opportunities for staff to engage with College Chaplain. Professional development offered to provide an opportunity for a rich tradition of Catholic faith, practice, reflection and values.
Improving staff recruitment, appointment, induction, retention, mentoring and leadership development processes that reflect the Catholic ethos in our school.
Review of assessments and development of Rubrics. Implementation of structures and processes for regular moderation. Feedback processes to students developed and data showing impact of this feedback on students’ achievement. Consistent use of SCSA Judging standards to assist with grading.
Implement learning programs that cater to a diverse range of knowledge types and skills with real world connection and application. Development of learning environments to promote engagement. Both within learning areas and extracurricular. Student and staff feedback along with visibility of the Vision for Learning across multiple platforms with language embedded within programs and learning experiences. Seton Parent added to Vision for Learning. Agency included in Year 7 and 9 Program.
Better mental and physical health outcomes for students from staff professional learning through CEWA Strategic Wellbeing Framework – using the Implementation Guide and Planning Templates.
Developing consistency across all Houses in the role of Pastoral Care Teacher. Building understanding of common pastoral actions in Tier One for all staff in their daily teaching practices.
Increased Expressions of nterest at the enrolment stage from Catholic feeder schools.
Increased Expressions of nterest at the enrolment stage from First Nation families
Increased connection of First Nation students to schooling
Zycus Procurement System is implemented.
Assessment of major Capital Projects against School Improvement Plan.
Assessment of capacity for infrastructure changes against 5-year Budget Plan
Onboarding of Facility Management System to ensure optimum maintenance and preservation of physical resources
Christian Service-Learning/Sustainability Coordinator role is developed along with Christian ServiceLearning Program from Years 7 – 12 for staff.
• New staff marketing, Interview Questions, Interview Scenarios
Induction week for new staff, Mentoring Program
• Leadership Development Programs – Identify possible candidates for key position cover
• Accreditation Renewal Programs
• Eucharistic Minister Training
• Staff Exit process
Staff Formation Planning
Improvement Goals
• Staff awareness and engagement with the College core value of Service.
• Staff to develop an understanding and appreciation of Social Justice through College and House Charity initiatives.
• Opportunities for staff to engage and facilitate Christian Service-Learning activities and Retreat Workshops with distinct year group themes and goals. (Achieved 2025)
• Increased staff participation in Ministry initiatives that promote Advocacy, Awareness, and Charity Staff to engage in House Charity Focus (Progressing 2025)
FOCUS AREA ONE
for Justice
Leadership Formation
• Provide opportunities for staff to engage with the College core value of Service.
• College leaders demonstrate an understanding of Social Justice and support staff in their understanding of the College and House Charity initiatives.
• Development of Christian Service-Learning and Retreat Program with distinct year group themes. (Progressing 2025)
• Ministry initiatives to promote Advocacy, Awareness, and Charity. Charity Initiative and Service to be intrinsically linked to House Identity (Achieved 2025)
• Professional Development for staff to provide an opportunity to deepen their understanding of Christian Service-Learning, Social Justice, and Charity. (Progressing 2025)
Staff to engage in opportunities to build and develop the College charism, House values and culture
Leadership Formation
Provide opportunities to build and develop the College charism, House values and culture.
• Promotion of College and House patrons by providing opportunities for staff and students to develop understanding of their unique House identity (Achieved 2025)
• Further develop House identity and values through the creation of House Prayers (Progressing 2025)
• Staff and students invited to contribute to the creation of College Prayer (Achieved 2025)
• Leaders initiate opportunities for staff and students to develop understanding of their unique House identity. (Progressing 2025)
• Leaders to support the development of House Identity through the creation of House Prayers. (Progressing 2025)
• Lead the development of College Prayer from community of staff and students. (Progressing 2025)
– 2026
College Leadership Team
Middle Leaders
• Increase in participation and understanding of Christian ServiceLearning and Retreat Programs
• Implementation and increased staff awareness of College Charity Procedure and House Charity Focus.
• Leaders promote an ncrease in participation and understanding of Christian Service-Learning and Retreat Programs.
• Leaders promote and provide opportunities for the implementation and increased staff awareness of College Charity Procedure and House Charity Focus.
• Staff have developed a deeper appreciation and understanding of House Identities
• House and College Prayers have been completed and imbedded into the culture of the College
• Provided opportunities for staff to develop a deeper appreciation and understanding of House Identities.
• Imbed the House and College Prayers into the culture of the College.
Staff Formation Planning (continued)
FOCUS AREA THREE
Staff offered opportunities to grow in their personal faith
Leadership Formation
Provide opportunities for staff to grow in their personal faith
• Staff offered opportunities to grow in their faith through the development of faith based training programs including Extraordinary Minister Training and Altar Serving (Progressing 2025)
• Significant opportunities for staff to engage with College Chaplain (Achieved 2025)
• Professional development offered to provide an opportunity for a rich tradition of Catholic faith, practice, reflection, and values, including Faith, Story and Witness Program (Achieved 2025)
• Providing meaningful opportunities for staff to grow in their faith through the development of faith based training programs, including Extraordinary Minister Training and Altar Serving. (Progressing 2025)
• Continue to work with College Chaplain to enhance the presence of the Chaplain within the College and wider College community. (Achieved 2025)
• Develop a survey to gage the spiritual needs of staff. (Not commenced 2025)
• Professional development offered to provide an opportunity for a rich tradition of Catholic faith, practice, reflection and values, including Faith, Story and Witness Program. (Achieved 2025)
• Increased participation of staff, students, and community in training programs.
• Increased presence of the College Chaplain within the College and wider College community.
• Increased participation and understanding of Professional Development opportunities. Staff will be surveyed about the success of the program.
• Leading opportunities for the increased participation of staff, students, and community in training programs.
• Supporting the increased presence of the College Chaplain within the College and wider College community.
• Leading and coordinating professional development opportunities. Developing staff survey about faith enrichment opportunities offered.
Key Improvement Goals - drawn from Strategic Intents
Performance & development goal to be achieved (stated simply).
Witnessing Mission of Catholic Education –ongoing development of the College charism, House values and culture.
Concern for Justice with a focus on Service and the promotion of Charity.
Relevant Actions
What actions will we take to achieve the goal?
• Promotion of College and House Patrons by providing opportunities for staff and students to develop understanding of their unique House identity. (Achieved 2025)
Improvement Goals 2025
CATHOLIC IDENTITY
Success Indicators
How will we know we have been successful? What process and outcome data will we measure?
• Staff have developed a deeper appreciation and understanding of House Identities. (Achieved 2025)
Responsibility
Who is the staff member who will lead the strategy? Timeline
Timeframe within which the key improvement goal will be achieved Progress
How are you tracking? Not commenced, Progressing, Achieved
Leadership
Providing opportunities for staff and students to grow in their faith.
• Further develop House identity and values through the creation of House Prayers. (Progressing 2025)
• Staff and students invited to contribute to the creation of College Prayer. Opportunities for staff to engage and facilitate Christian Service-Learning activities and Retreat Workshops with distinct year group themes and goals. (Progressing 2025)
• Increased staff participation in Ministry initiatives that promote Advocacy, Awareness, and Charity. Staff to engage in House Charity Focus. (Progressing 2025)
• Staff offered opportunities to grow in their faith through the development of faith-based training programs, including Extraordinary Minister Training and Altar Serving.
• Significant opportunities for staff to engage with College Chaplain. (Achieved 2025)
• Professional development offered to provide an opportunity for a rich tradition of Catholic faith, practice, reflection and values, including Faith, Story and Witness Program. (Achieved 2025)
• Develop a survey to gauge the spiritual needs of staff. (Not commenced 2025)
• House and College Prayers have been completed and imbedded into the culture of the College. (Progressing 2025)
• Increase in participation and understanding of Christian ServiceLearning and Retreat Programs. (Progressing 2025)
• Implementation and increased staff awareness of College Charity Procedure and House Charity Focus. (Progressing 2025)
• Increased participation of staff, students, and community in training programs. (Progressing 2025)
• Increased presence of the College Chaplain within the College and wider College community. (Achieved 2025)
• Increased participation and understanding of Professional Development opportunities. Staff will be surveyed about the success of the program. (Progressing 2025)
Leadership Team, Middle Leaders, Christian Service-Learning Coordinator
College
Team, Middle Leaders
College
College Leadership Team
College Chaplain
College Leadership Team
Key Improvement Goals - drawn from Strategic Intents
Performance & development goal to be achieved (stated simply).
Improve student and staff awareness of learning progress through improved processes for assessment design, moderation and feedback.
Improvement Goals 2025 EDUCATION
Relevant Actions
What actions will we take to achieve the gal?
• Review of assessments (Achieved 2025)
• Development of rubrics (Achieved 2025)
• Implementation of structures and processes for regular moderation (Achieved 2025)
• Consistent use of SCSA / CEWA Judging Standards and Grade Descriptions to assist with grading. (Achieved 2025)
• Continue to refine assessment practices by maintaining alignment with new curriculum standards, utilise UDL framework for multiple means of representation, ensuring consistent use of rubrics, and embedding robust moderation processes across all Learning Areas (New 2026)
• Feedback processes to students developed and improved (Progressing 2025)
• Data analysis showing impact of this feedback on students’ achievement. (Progressing 2025)
• Use of technology to implement more efficient processes (Progressing 2025)
• Improve diagnostic and tracking processes from Year 7. (Progressing 2025)
• Collaboration between Learning Areas utilised to assist process. (Achieved 2025)
• Improve awareness of scheduling of assessments within year levels (New 2026)
Success Indicators
How will we know we have been successful? What process and outcome data will we measure?
Increase in:
• Assessment/rubrics designed around Judging Standards (Achieved 2025)
• Better processes for moderation based on staff feedback (Achieved 2025)
• Evidence of students using feedback for goal setting on a regular basis (New 2026)
• Data showing improvement in student performance linked to feedback (Progressing 2025)
• Reports demonstrate year-onyear improvement in student performance metrics (e.g., PAT NAPLAN, internal assessments) (New 2026)
• Reduction in the occurrences of students sitting more than two assessments in one day (New 2026)
Responsibility
Who is the staff member who will lead the strategy?
• Heads of Learning Area
• Dean of Pedagogy
• Deputy Principal (Teaching and Learning)
Timeline
Timeframe within which the key improvement goal will be achieved
Progress
How are you tracking? Not commenced, Progressing, Achieved
Key Improvement Goals - drawn from Strategic Intents
Performance & development goal to be achieved (stated simply).
Implement innovative teaching practices and develop learning environments that promote active learning and foster student ownership of their educational journey. Create dynamic and engaging learning environments, which empower students and involve parents/guardians in the process, encouraging curiosity, critical thinking, and a lifelong love of learning.
Relevant Actions
What actions will we take to achieve the gal?
Improvement Goals 2025 EDUCATION
Success Indicators
How will we know we have been successful? What process and outcome data will we measure?
• Learning programs that cater to knowledge and skills with real world connection and application. (Progressing 2025)
• Embed the use of Universal Design for Learning (UDL) principles into learning program design to cater for a diverse range of learners. Ensure that content and assessment have multiple models of representation (New 2026)
• Development of learning environments to promote engagement. (Assisted by establishing common Seton Standards for students in classrooms) (Updated 2026) (Progressing 2025)
• Student and staff feedback along with visibility of the Vision for Learning across multiple platforms with language embedded within programs and learning experiences. (Progressing 2025)
• Seton Parent added to Vision for Learning. (Progressing 2025)
• Agency included in Year 7 and 9 Program (extend to 8 and 10 whilst embedding language in all programs to assist with overall uptake) (Update 2026) (Progressing 2025)
• Develop a Growth’ Award and other awards which recognise a broader range of achievement. Assisted by Standardised Testing Data. (Progressing 2025)
• Facilitate and promote cross-curricular collaboration (Progressing 2025)
• Develop Excellence and Creativity Program across the curriculum (Progressing 2025)
• Update programs for v9 SCSA curriculum rollout, embedding UDL and student agency. (New 2025)
Increase in:
• Awareness from teachers and students of competencies (feedback) (Progressing 2025)
• Structures in place across all subject areas for reflection and goal setting (Progressing 2025)
• Consistency of structures used for feedback and reflection across learning areas (New 2026)
• Program and lesson planning embedding the use of UDL and Agency for Learning. (New 2026)
• Reporting on complex competencies (Progressing 2025)
• Parents supported via Seton Parent Vision for Learning section (Progressing 2025)
• Full rollout of Australian Curriculum Version 9.0 in 2026 (New 2026)
Responsibility
Who is the staff member who will lead the strategy?
• Heads of Learning Area
• Dean of Pedagogy
• Deputy Principal (Teaching and Learning)
• Dean of Inclusion and Diversity
Timeline
Timeframe within which the key improvement goal will be achieved
Progress
How are you tracking? Not commenced, Progressing, Achieved
Key Improvement Goals - drawn from Strategic Intents
Performance & development goal to be achieved (stated simply).
Develop proactive responses to the pastoral needs of students in promoting resilience, healthy relationships, and positive well-being.
Advocate and promote contemporary leadership that’s reflects Christian Service and College values / standards with all staff, particularly Pastoral Care teachers.
Relevant Actions
What actions will we take to achieve the goal?
• Framework for student support services, key procedures reviewed ongoing- absence, student movement, triage and referral in NMC, develop a common understanding of pastoral actions to improve consistency in PCG. (Progressing 2025)
• Provide Staff PD on Proactive Pastoral Care (2024), Trauma informed classrooms (2025), Concussion (2025), and develop Wellbeing tile on SEQTA, (Achieved 2025)
• Review unform and lateness procedures, parent engagement strategies (possible information sessions – one each term 2026), reintroduction of daily themes in PCG, Sun Protection Committee formation. (New 2026)
Improvement Goals 2025
COMMUNITY
Success Indicators
How will we know we have been successful? What process and outcome data will we measure?
Increase in:
• Consistency of PCG Teachers in following and upholding key procedures.
• Use of Wellbeing tile on SEQTA Engage – comprehensive (students and families).
• Wellbeing parameter checks with students that indicate connection to school (New 2026)
Decrease in
• Number of students using Ngalla Maya Wellbeing Centre for an extended period
• Absenteesim, late to school, truancy and time out of class for health issues. (New 2026)
Responsibility
Who is the staff member who will lead the strategy?
• Pastoral Care Team
• Pastoral Care Teacher to liaise with Pastoral Care Team
• Dean of Wellbeing working with Deputy Principal (Wellbeing)
• Head of House (Delany) – key teacher
• Class teachers working with HOLA.
Timeline
Timeframe within which the key improvement goal will be achieved
• 2025 – 2027
Progress
How are you tracking? Not commenced, Progressing, Achieved
Commenced
Key Improvement Goals - drawn from Strategic Intents
Performance & development goal to be achieved (stated simply).
Engage and further enhance relations with local community groups e.g. the Walyalup Catholic Schools Network primary schools. Extend this to other neighboring Catholic primary schools such as Orana and Mel Maria Primary School. Aim for 4 streams from Catholic feeder schools and the First Nations community.
Relevant Actions
What actions will we take to achieve the goal?
COMMUNITY
Success Indicators
How will we know we have been successful? What process and outcome data will we measure?
• Upskilling and training ATO (Achieved 2025)
• Increase profile of Kaartidjin Leaders (Achieved 2025)
• Visible First Nation Art and symbols around College (Achieved 2025)
• Wandju Tours and Connections First Nation connections to primary school feeders. (Achieved 2025)
• Local Elders Morning Tea (Achieved 2025)
• Cultural Immersions (including non-First Nation). (Progressing 2025)
• Creation First Nation Trainee position (Achieved 2025)
• Walyalup Catholic Schools Network and support (Progressing 2025)
Increase in:
• Enrolments of First Nations students
• Applications for Kaartidjin Leaders
• Improved attendance / connection of First Nation students and engagement towards their learning
• Expression of nterest (enrolments) from Walyalup Catholic Schools Network primay schools
Responsibility
Who is the staff member who will lead the strategy?
• Deputy Wellbeing (working closely with Principal)
• ATO
• Heads of House
Timeline
Timeframe within which the key improvement goal will be achieved
Progress
How are you tracking? Not commenced, Progressing, Achieved
Key Improvement Goals - drawn from Strategic Intents
Performance & development goal to be achieved (stated simply).
Develop sustainable structures, system and processes that are consistent with Catholic social teaching.
Relevant Actions
What actions will we take to achieve the goal?
Improvement Goals 2025
STEWARDSHIP
Success Indicators
How will we know we have been successful? What process and outcome data will we measure?
• Participation in the Zycus Procurement system pilot and implementation at school level including training of Budget Managers. (Progressing 2025)
• Assessment of major Capital Projects against School Improvement Plan. (Progressing 2025)
• Assessment of capacity for infrastructure changes against 5-year Budget Plan (Progressing 2025)
• Onboarding of Facility Management System to ensure optimum maintenance and preservation of physical resources (Achieved 2025)
• Facility Management System is consistently used to ensure optimum maintenance and preservation of physical resources. (New 2026)
• Christian Service-Learning / Sustainability Coordinator role is developed along with Christian Service-Learning Program from Years 7 – 12 and for staff. (Progressing 2025)
• Successful implementation of the Zycus system at College level – including demonstrated competency of Budget Managers
• All classes housed in suitable GLA’s within budgetary constraints What is a GLA?
• All GLA’s “fit for purpose”. Successful implementation of the Facility Management system at College level – including demonstrated competency of Facility Manager
• College Leadership Team / Sustainability Coordinator has demonstrated link to actual Campus Management practices.
Responsibility
Who is the staff member who will lead the strategy?
• Overseen by the Director of Finance and Operations.
• Drawing upon the expertise of the following staff:
- Facilities Manager
- Finance Officers
- Enrolment Officer
- College Architect
- CEWA Infrastructure Team
- CEWA Procurement Team
- Christian Service-Learning / Sustainability Coordinator
Timeline
Timeframe within which the key improvement goal will be achieved
Improving staff recruitment, appointment, induction, retention, mentoring and leadership development processes that reflect the Catholic ethos in our school.
• Commissioning of staff marketing video
• Formalisation of consistent interview questions. Formal training in interview techniques and scenarios (Progressing 2025)
• Expansion of Induction Program with a view to continuous improvement (Achieved 2025)
• Establishment of formalised Mentorship Programs (Progressing 2025)
• Identification of possible candidates for key position cover and tailored Leadership Programs consequently (Progressing 2025)
• Continuation of Eucharistic Minister Training (Progressing 2025)
• Staff exit process – survey / feedback (Progressing 2025)
• Increase in acceptance of positions advertised
• Increase in quality and quantity of candidates for positions
• Mentorship Programs to be embedded in Growth Plans for leaders
• Enrolment of identified staff in Leadership Programs
• Retention rates of new and longer term staff
• Overseen by the Director of Finance and Operations (Support Staff) and Deputy Principal Staffing (Teaching Staff).
• Drawing upon the expertise of the following staff:
- Head of Learning Areas
- Heads of House
- College Leadership Team
- Community Relations Manager
- Human Resources Officer
- Parish Priest or delegate
Progress
How are you tracking? Not commenced, Progressing, Achieved
