If you visit any school’s website, chances are you’ll find a strategic plan proudly displayed, often tucked under the ‘About Us’ section. Public and private schools publish these documents as a statement of intent—outlining their future direction, priorities, and commitments to improvement.

But who actually reads them?

And, more importantly, do they have any tangible impact on enrolments, reputation, or competitive advantage?

The Legal and Practical Imperative: More Than Just a Box-Ticking Exercise

In Victoria, publishing a strategic plan isn’t just good practice—it’s a legal requirement. Under Schedule 4, Clause 16 of the Education and Training Reform Regulations 2017, schools must clearly state their philosophy and demonstrate how it is enacted. A strategic plan effectively serves as this evidence, showing how the school aligns its practices with its stated values.

Beyond compliance, the Australian Education Research Organisation (AERO) research suggests that high-quality strategic plans are linked to stronger student outcomes. While a direct causal link is hard to establish, studies indicate that schools with well-structured, coherent plans tend to perform better academically. This makes sense—when a school has a clear roadmap, it’s better equipped to align resources, teaching methods, and community engagement around meaningful goals.

Who Reads School Strategic Plans?

Despite the effort that goes into crafting them, strategic plans rarely provide bedtime reading material for the general public. But they do serve key audiences:

• Parents and Prospective Families: Parents look beyond glossy brochures and Open Day speeches when choosing a school. A strategic plan provides insight into where the school is headed—whether it prioritises academic excellence, well-being, innovation, or diversity. For parents making long-term educational decisions, a compelling plan can be persuasive.

Consider a prospective parent seeking enrolment for their prep student. A school that has forecast its desired outcomes over the next five years becomes far more desirable. It elicits assurance and certainty that the school knows where it is going.

• School Staff and Leaders: Teachers and administrators use the strategic plan as a guiding document. When done well, it fosters alignment, ensuring that professional development, curriculum decisions, and even budgeting align with broader school priorities.
• Regulators and Accreditation Bodies: Government bodies and education regulators review strategic plans to ensure schools meet governance and educational standards.
• School Boards and Philanthropists: In the independent school sector, where fee revenue and donations are crucial, governing bodies and potential donors scrutinise strategic plans to assess financial viability and future sustainability.

Do Strategic Plans Influence Enrolments?

A well-crafted strategic plan can influence enrolments, but perhaps not in the way many school leaders expect.

1. Indirect Influence on Enrolment Appeal: A strategic plan shapes the school’s identity and narrative. Communicating effectively reassures parents that the school has a clear vision and is committed to ongoing improvement.
2. Alignment with Parent Priorities: Schools that explicitly articulate their approach to key areas like well-being, STEM education, or co-curricular opportunities can attract families who prioritise those aspects.
3. Risk of Misalignment: On the flip side, a strategic plan that is overly generic or disconnected from reality can damage credibility. Parents will notice the disconnect if a school claims to be ‘future-focused’ but lacks the facilities or programs to back it up.

Strategic Plans and School Reputation

A strong strategic plan enhances a school’s reputation by demonstrating forward-thinking leadership and a commitment to continuous improvement. However, reputational impact depends on two key factors:

1. Authenticity and Execution: Schools that publish and deliver on their strategic priorities build credibility. Empty promises or vague goals can do more harm than good.
2. Community Engagement: The best strategic plans aren’t just written by senior leadership—they are developed through meaningful consultation with teachers, students, and parents. When the school community sees its values reflected in the plan, it fosters trust and loyalty.

Competitive Advantage: Are Strategic Plans a Differentiator?

A strategic plan can be a differentiator in the highly competitive independent school market, but only if it articulates a unique value proposition.

• Market Positioning: Schools that use their strategic plan to highlight unique strengths—such as an innovative learning model, intense pastoral care, or industry partnerships—can stand out from competitors.
• Evidence of Excellence: Parents looking at high-fee schools want assurances that their investment translates into quality education. A strategic plan that links initiatives to evidence-based practices (as recommended by AERO) signals a school’s commitment to measurable outcomes.
• Flexibility and Responsiveness: Schools that regularly review and adapt their strategic plans to reflect changing educational trends and societal needs demonstrate agility—a key factor in long-term competitiveness.

A Different Perspective on Strategic Planning

One of the schools' biggest mistakes with strategic plans is trying to be everything to everyone. Schools that list too many priorities risk diluting focus and creating an impression of uncertainty.

Instead, the best strategic plans:

• Focus on 1-2 key priorities rather than an exhaustive wish list.
• Use clear, sharp language—avoiding vague buzzwords.
• Outline measurable goals with accountability frameworks.
• Ensure alignment with daily practice so staff see it as a living document rather than a symbolic artefact.

Should Public and Internal Strategic Plans Be the Same?

A critical question for school leaders is whether the strategic plan on the school’s website should be the same document that guides internal decision-making. The answer? Not necessarily.

1. Different Audiences, Different Depths: The public version of a strategic plan serves as a high-level communication tool for parents, prospective families, and the broader community. It highlights the school’s vision, priorities, and commitment to excellence. Internally, however, the plan needs to be far more detailed—containing specific targets, performance metrics, and operational frameworks.
2. Transparency vs. Operational Sensitivity: While transparency is crucial, schools also need space to refine strategies, troubleshoot challenges, and discuss operational realities that may not be suitable for public disclosure. An internal strategic plan can include candid assessments of risks, funding limitations, and staff capacity that wouldn’t necessarily be appropriate in an externally published document.
3. Adaptability and Accountability: An internal strategic plan should be a dynamic document, frequently updated to reflect progress and shifting priorities. On the other hand, a public-facing plan should be a stable reference point that reassures stakeholders of the school’s direction without frequent amendments that might create confusion.
4. Should Schools Publicly Promote Their Goal Timelines? Another consideration is whether schools should make their timelines for achieving strategic goals publicly available. While providing a general timeframe can demonstrate commitment and transparency, being too specific can create unintended challenges. If parents and external stakeholders hold schools too rigidly to published deadlines, it may lead to pressure that overlooks the complexities of school operations.

Schools need the flexibility to adapt to unforeseen challenges, such as staffing shortages or shifts in government funding. Internally, detailed timelines are essential for accountability and tracking progress, but public versions may benefit from broader, milestone-based reporting rather than rigid deadlines.

That said, the two versions should not be contradictory. The public plan should be a distilled, accessible version of the more detailed internal plan—ensuring alignment without overexposing the intricacies of school governance.

Final Thoughts: Turning Plans into Reality

A strategic plan is only as valuable as its implementation. Schools that see it as a static compliance document miss the opportunity to use it as a fundamental tool for growth. The most effective schools publish their plans and actively integrate them into decision-making, performance evaluation, and community engagement.

For school leaders, the challenge is not just to create a strategic plan but to make it meaningful—ensuring that it genuinely shapes the school’s future rather than gathering digital dust on a website.