SET Goals:

Strategic Theme 1: SET on Futures

Children only have one chance in education. As a trust we have a key role to play in ensuring all children receive the very best education, whatever their background. We need to equip today’s children with the skills, knowledge and experiences to grow up in a different society from today. SET believes in ‘Shaping Futures through Education’  and the way this will be delivered is through high quality experiences for all of our SET community. At the heart of our decision-making are our mission, vision and values. Covid-19 has impacted on children and the effects will continue to be felt for some time to come. We believe in not creating a deficit narrative but believe in creating a narrative about ensuring entitlement for all.

  • 1 High expectations for all
  • 2 High quality, broad and balanced curriculum
  • 3 High quality teaching and learning
  • 4 Raising standards for all
  • 5 Response to the Covid pandemic

 Actions for 2022/23

  • New assessment system is used to support governors and trustees to ask the key questions around progress over time.
  •  Subject leader reviews check and report on the progress made by disadvantaged and SEND pupils.
  • National changes around SEND assessments are implemented and progress is strong. Subject leader reviews check and report on the progress made by disadvantaged and SEND pupils. 
  • Subject leaders continue to evaluate their curriculum area. Actions are presented to local governing bodies and also the Standards Committee. Subjects are reviewed half-termly with opportunities to link between governors and subject leaders.
  •  On-going evaluation is reflected in future curriculum changes to be made in the next academic year.
  • Evidence over the 12 months clearly demonstrates the school’s locality and context. Governors are aware of this and leaders ensure community and high expectations are interwoven in future planning.
  • Carlton’s future curriculum is mapped out for single year group classes and plans are checked to ensure coverage for all current pupils. Selby has implemented work on the protected characteristic curriculum and shares observations with Carlton.
  • Leaders work together to develop a new SET Behaviour Policy which integrates the work of Doug Lemov.
  • The central trust wide professional development fund is targeted to ensure a rich selection of external visits take place.
  • Staff have access to high quality professional development for SET experts and also national/international training opportunities.
  • All teaching staff have access to funded NPQs (National Professional Qualifications).
  • Early Years Foundation Stage judgements are moderated, with any curriculum adaptations made from 2021/22.
  • Early reading is at the heart of reception and Year 1 provision.
  • Pupils read well and this is reflected in outcomes each term and also through phonics screening checks in Year 2 and also Year 1.
  • Year 2 pupils at Selby CP are making good progress to be competent readers.
  • The personal and social education is carefully sequenced to ensure that pupils’ mental health needs are met and agencies are contacted when further support is needed.
  • School staff, governors and trustees know what each school has done to ensure that any ‘gaps’ in learning are covered over time. Curriculum plans are adapted to ensure that areas of priority are covered. For example, additional phonics lessons in Key Stage 1 if needed to ensure pupils can read, which in turn allows them to access the wider curriculum. Any adjustments needed locally are well-known by the local governing bodies.
  • Leaders and governors understand the impact of the current financial and cost of living crisis on their school community.
  • Outcome data each term shows that all pupils are on track to achieve end of year expectations or in the case of some SEND pupils they are making strong progress from their different starting points.


Strategic Theme 2: SET on Sustainability

The educational landscape has quickly evolved not only to deal with Covid-19 but also a change of focus to the curriculum entitlement for pupils. SET believes that for children to have the best quality curriculum staff need to receive the highest quality professional development and learn from the latest research. Developing strong subject expertise means that the curriculum offer we develop across SET schools will be strong. Alongside this high quality curriculum development, the board will explore ways in which staff’s workload can be managed through use of IT, collaboration and efficiencies. In turn this will improve the financial position of the trust and ensure that money is well spent based on needs and development opportunities.

  • 1 Growing together as a Trust
  • 2 High quality professional development
  • 3 Using research to improve outcomes for all
  • 4 Subject expertise
  • 5 Workload, engagement and efficiency
  • 6 Strong financial decision making

Actions for 2022/23

  • New SLAs are in place to ensure compliance, through Health & Safety, IT and buildings.
  •  New SET strategy is a vehicle to hold discussions with possible interested schools. Over the course of the academic year another school begins the process of converting to join SET.
  • Develop a clear growth plan that begins with appointing part-time staff to a central team. The first two roles would be within finance and operations.
  • SET offers wider opportunities and facilities teaching and learning opportunities with local schools.
  • Staff have access to NPQs to improve their teaching and learning.
  • All staff are actively involved in their own performance management. They clearly identify their own targets, think about future research and are supported to develop professionally over time.
  • Close partnership working between Yorkshire Wolds and the Selby & Wakefield Teaching Hub provides SET with strong candidates for future employment opportunities.
  • CEO delegates more responsibilities to others within SET. Staff within SET take on more opportunities and lead projects across schools.
  • The SET research network continues to be successful and links more to longer term research.
  • Research is part of the SET Training Day in April 2023.
  • A maths network group is set up to look at the implementation of White Rose Maths.
  • Trust leaders look to budget / scope a trust improvement lead using the old Advanced Skills Teacher model.
  •  Specific half termly subject reviews impact on professional development opportunities and links for closer working across schools.
  • A new technology champion is appointed within SET to share how to use different technology (likely to be within the admin team)
  • New IT system implemented by all
  • Chairs of governors attend at least one meeting at another governing body.
  • A monthly well-being draw is introduced across the trust offering a half day paid absence. Leaders facility one off events when requested where possible and in line with wider HR policies.
  • Monthly budget management identifies risks. Staff pay increases, fuel increases and other on costs are carefully monitored.
  • Building improvement fund is established and clear parameters in place to spend any surpluses.
  • A growth plan is in place to identify the impact of a converter and/or a sponsored academy to SET. This will highlight capacity issues.

Strategic Theme 3: SET on Collaboration

In the recent past multi-academy trusts and to some extent local authority maintained schools felt more in competition than collaboration. SET truly believes in collaboration and improving the educational system as a whole. We believe in enhancing our local community, whatever the designation of the school or college, so that our communities grow stronger. We will do this through close partnerships between the key stakeholders within our community. In turn we will ensure our scheme of delegation and other governance functions remain strong, so that our schools improve and we continue to develop strong governing bodies locally and at board level. Clear communication is vital to SET continuing to be successful. This communication will not only be to those outside SET, but also all stakeholders in our organisation. We need to listen, reflect, evaluate and act.

  • 1 Strengthening civic impact
  • 2 Clear, open and honest communication
  • 3 Strong governance at all levels

Actions for 2022/23

  • SET is actively involved in local partnerships for example with Drax and the Selby Carbon zero project. This work directly improves outcomes for pupils.
  • SET has a voice on the locality board for Selby as well as the Selby & Wakefield Teaching School Hub. Stronger partnerships also develop with both local and national trusts to support SET’s work. This also includes the Education Exchange.
  • The Pupil Parliament grows to include Pupil Subject Champions who work together with staff.
  • The Pupil Parliament leads pupil survey work and reports back results with support from staff in school. Other surveys are on the calendar and outcomes are used to support future planning.
  •  SET communication is clear and focuses on areas of SET than local school information. This communication will be at least termly, with a monthly SET newsletter.
  • Each school has Eco-Champions who in turn make sure there is an Eco-Warrior in each class. This is to support energy efficiency and reduce waste.
  • Scheme of Delegation is updated and reviewed taking in actions from the trust governance review.
  • DfE review of SET takes place and is strong.
  • SET Development Day looks at future direction of key areas. Consideration given to future SET Development, School Development and SET Strategy alignment.
  • Skills audits are used to ensure all governance structures are as strong as possible, reflecting the latest advice. All vacancies are filled and newer trustees and governors understand their role.

Strategic Theme 4: SET on Safe Environments

Children thrive when they are happy, healthy and safe.  As the trust grows it is important that we have a top level view of risk management and also the improvements needed to each school through our estates strategy. This allows us to pin point future funding and over time improve our estates which have lacked funding prior to conversion to our trust. Children are calmer and more respectful if the environment in which they learn is of the highest standard. We will implement a learning environment improvement plan so that over time each school space is re-vitalised and contains all the essentials needed for education as well as to maintain the safety of the building.

  • 1 Proactive risk management
  • 2 Robust compliance and assurance systems
  • 3 High quality learning environments

Actions for 2022/23

  • A new health and safety provider is in place and training packages for all staff are given.
  • All risk assessments are updated in line with the new provider.
  • Ratings on risk registers reduce over time as mitigating actions are successful. Lines of assurance at board level improve assurances for trustees in terms of risk management.
  • A trust wide compliance system is created which can be shared with leaders, governors and trustees.
  • Technology is used to support storing information centrally in an easy to create/adapt manner.
  • Compliance actions are directly addressed in immediate work or are actioned in the trust’s estate strategy.
  • Current CIF bids are completed and reported in a timely manner. Future bids for Carlton are considered
  • A trust building strategy is written and used to support a 5 year investment plan.
  • Outcomes and future implications of Selby CP’s request to be re-built known. This will impact on the direction of the estates strategy and funding over time.

The Trust will develop and monitor Annual Operational plans for 2022-23.