Strategy
Overview
Our vision is for Montcrest School to be a place where every learner exceeds what they think possible, engages beyond the classroom, and thrives in a dynamic, adaptable environment.
Why does this matter today ?
At Montcrest, we’ve asked ourselves: what does it take to prepare young people not just for what comes next, but for anything that might come next? The answer is neither a slogan nor a sweeping promise. It’s a deliberate, grounded strategy— built on what our learners, families, educators, and wider community told us they value most. It’s a call to action as much as a roadmap for change. And it begins with three bold objectives:
- Objective 1: Create a culture of limitless learning
- Objective 2: Create adventure every day
- Objective 3: Build a legacy for generations
Objective 1
Create a culture of limitless learning.
What is this about ?
How do we define rigour at Montcrest? It’s about unlocking the confidence to stretch beyond what’s expected. Every learner at Montcrest will be supported to understand their strengths, identify their stretches, and develop the tools they need to move from ‘I don’t know if I can’ to ‘what if I could?’
This doesn’t stop at graduation. We believe every Montcrest graduate should walk out our doors equipped not just with skills, but with self-awareness, resilience, and purpose.
And to get there, we’re building partnerships that connect our learners to experts— within and beyond the walls of the school. It’s a network of support that also includes families, who we see as partners in a shared learning journey.
Key Results
Limitless Voices
Objective 2
Create adventure every day.
What is this about ?
Learning should feel alive. It should reflect who our students are, and help them connect with who they’re becoming. That’s why we’re embedding a sense of daily adventure—where learning taps into identity, culture, and curiosity.
This is not adventure as entertainment. It’s adventure as pedagogy. Whether it’s through forest walks, city explorations or the creative use of emerging technologies, learning becomes dynamic and grounded in the real world. Beyond the timetable, a thriving co-curricular programme will ensure passions are discovered, not dictated—opening doors to new interests and unexpected talents.
Key Results
Click the icons to explore the Montcrest Adventure
Objective 3
Build a legacy for the generations
What is this about ?
Great learning needs great space. But more than that, it needs a vision of space as an enabler of dynamic experience. Our new master plan will reimagine what our indoor and outdoor environments can be—spaces to think differently, collaborate deeply, and learn courageously.
Legacy can be about physical spaces yes, and, more importantly, it is about people. Great learning needs great teaching and great relationships between schools and families. It’s about growing a community that gives generously—to each other and to the future. As a community, we’re creating the conditions for every family to play a role in shaping culture and sustaining purpose, whether through time, talent, or philanthropy. This deepened sense of belonging will also shape a future-facing enrolment—welcoming mission- aligned learners and families who see Montcrest not as a service, but as a shared story.
Key Results
Stories of Limitless Learning, Adventure, and Legacy
Our Process
Mission: Montcrest School is a community, small enough to honour the individual and big enough to provide an exceptional academic experience with balanced opportunities in leadership, the arts, and athletics. Our school challenges children to discover and acknowledge their own voices, so they can understand and make meaningful connections with the world.
We’ve been actively working to understand the next moves we should make to serve the Montcrest vision and mission. This strategy represents a substantial effort to build on our strengths and take action to further serve our community.
The Strategic Planning Committee, consisting of Governors, Leaders, Faculty and Staff, has overseen the strategic planning process. In the fall of 2024, our consultant partners at NoTosh undertook a full community listening campaign with the help of the Strategic Planning Committee and an in-house “Design Team” of students, parents, faculty, staff, governors and leaders.
Insights
The analysis of this data led to an array of interconnected strategic choices from which we could set priorities. At the Board/ Leadership Retreat we were highly aligned on a combination of choices that represented our best view of:
- where the school could aim in the future;
- possible actions and approaches to develop an edge;
- capabilities and systems required to achieve success over the long term.
Our strategy describes those choices.