Strategic planning is one of the most important responsibilities of a Head of School, yet it is often misunderstood. Too frequently, independent schools approach strategic planning as a compliance exercise or a document required for accreditation. When that happens, the result is usually a polished binder that sits on a shelf rather than a framework that shapes decisions.
At its best, strategic planning is about clarity. It helps a school name who it is, where it is going, and what it will prioritize in order to get there. A strong strategic plan creates alignment across governance, leadership, and daily practice. It becomes a shared language for making decisions, especially during moments of change or constraint.
We engaged in a comprehensive strategic planning process at Oak Hill in advance of our Northwest Association of Independent Schools (NWAIS) accreditation cycle, working alongside Ian Symmonds & Associates and engaging deeply with our community. The goal was never to produce a document for accreditation purposes alone. Instead, we focused on building a plan that would guide the next five years of the school’s growth and evolution.
From the outset, we were clear that the plan needed to be something we lived and that shaped our decisions. Strategic planning only matters if it informs how resources are allocated, how initiatives are sequenced, and how leaders say yes or no to opportunities. When done well, strategy creates focus. It helps schools avoid initiative overload and ensures energy is directed toward what matters most.