Private school selection: Two factors parents should consider

Choosing a private school is a life-shaping decision – one that involves careful thought and significant financial investment. Naturally, parents want to assess two major components of their child’s future educational experience: academics and co-curriculars.

“Parents are right to prioritize a school’s academics and co-curricular programs. They want to know that their children will be challenged and will have opportunities to explore their passions in athletics, the arts and other activities,” says John Reid, head of school at The Rosedale Day School (RDS) in Toronto. He adds that parents also consider factors such as class size, teacher qualifications, school culture and student-teacher ratio.

But beyond those key considerations, there are two factors that often receive less attention but can be incredibly telling: accreditation (beyond what’s required by government) and strategic planning.

“While academics and extracurriculars are essential, factors like a school’s accreditation and strategic plan are equally important because they speak to the school’s integrity, long-term vision and commitment to continuous improvement,” Reid says.

Norman Gaudet, head of school at TFS – Canada’s International Schoo (formerly Toronto French School), says while many parents look for a school that’s excellent today – and that’s where factors such as reputation come in – they need to make sure it will be excellent tomorrow. “It’s going to be a school that will prepare your child for the future – and that’s where accreditation and strategic plans come in.”

The accreditation advantage

RDS is accredited by the Canadian Accredited Independent Schools (CAIS), whose rigorous validation process serves two key purposes: accountability and school improvement. CAIS aligns school practices with the highest national standards across 12 areas – including school leadership, learning and education, and facilities and infrastructure – through an internal self-assessment and external peer review every five years.

In December 2023, RDS received its unconditional re-accreditation for the next five years. “This was a significant achievement that confirms our educational programs and operational excellence,” Reid says. “The process itself was invaluable as it validated our strengths and provided us with recommendations for continued improvement, which are now being addressed through our School Improvement Action Plan.”

TFS holds multiple accreditations, each with a different appeal to parents, depending on their priorities. “If a parent is looking for a school that meets Canadian standards – with a governing body that evaluates everything from governance and financial to curriculum – they might be looking for CAIS accreditation,” he says. “If their focus is on a rigorous curriculum, they may be drawn to our International Baccalaureate (IB) accreditation.” For those looking for an added dimension, Gaudet says TFS’s accreditation with the French Ministry of Education is an important factor for families, demonstrating the program has high standards and leads to “true bilingualism.”

Trafalgar Castle School, an independent day and boarding school for girls in Grade 4 to Grade 12 in Whitby, Ont., is also accredited by CAIS. Head of school Melissa Knight-Johnson notes that international families often place particular emphasis on accreditations, including curriculum frameworks.

For parents, Knight-Johnson says the CAIS accreditation signals that Trafalgar’s curriculum goes above and beyond national and ministry standards. “That’s one of the things we do, and we can prove it with the accreditation by CAIS.”

Trafalgar’s next peer review begins in January 2026. “Reviews identify what we do incredibly well across the 12 standards and where there are areas for us to grow – and I think that’s why it’s such an important factor for parents to consider,” Knight-Johnson says.

St. Michaels University School (SMUS) in Victoria, B.C., is accredited by CAIS and The Heads’ Conference (HMC), and is a member of The Association of Boarding Schools (TABS).

“We value accreditation not just as a badge of quality, but as a process that challenges us to continuously grow and innovate,” says Keith Driscoll, director of boarding and student life. “For parents, accreditation offers reassurance that an independent body has looked closely at everything from academics to student life, and that the school is accountable for meeting high standards.”

The York School, an independent school in Toronto, has a long-standing commitment to accountability through accreditation. In addition to being accredited by CAIS, it was the first school in Canada to be accredited to offer the International Baccalaureate (IB) from junior kindergarten to Grade 12. IB is a globally recognized program known for its rigorous curriculum that encourages critical thinking, open-mindedness and global perspectives. To maintain accreditation status, the IB World Organization evaluates schools to ensure they’re meeting IB requirements at all levels.

“We take on the IB framework as an evaluation, teaching and learning framework that connects us to a global conversation, helps us train our staff and provides external assessments,” says Justin Medved, associate head of academic innovation. “When you align with organizations like CAIS and IB, you’re choosing to be growth-oriented and to seek continual improvement.”

Strategic plans: Private schools’ roadmap for the future

While accreditation shows a school’s day-to-day commitment to quality, a strategic plan reveals where it’s headed. These plans outline a school’s mission, vision and values; its goals and objectives; and its roadmap for how the school intends to achieve them.

Strategic planning is a highly collaborative process, engaging trustees, faculty, students, parents, board members and alumni over many months, notes Brad Read, associate head of school, learning and innovation at St. Mildred’s-Lightbourn School (SMLS), an independent all-girls school in Oakville, Ont.

SMLS went through this process last year, identifying three strategic pillars: “We are a school for girls,” underscoring the power of an all-girls environment; “we are future-ready, forward-thinking,” highlighting its focus on innovation and the next generation of learning; and “we are a dynamic community of three schools in one” (it has kindergarten through Grade 12 under one roof), reflecting the school’s commitment to supporting and celebrating students.

“A strategic plan gives parents a transparent view of the school’s priorities and values that shape our long-term decisions,” Read says.

That’s especially important for parents whose children will potentially be at a school for many years, says Hailey Meslin, associate head of external relations at The York School, a junior kindergarten to Grade 12 school in Toronto. “A strategic plan lets parents know what the school is thinking about in terms of where it wants to be, what space it wants to live in and ultimately how it wants to educate prospective students.”

The York School’s new strategic plan, Embrace Curiosity, is built on three pillars: exceptional learning experiences, dedication to well-being and belonging, and pursuit of operational excellence. “What you’ll see in our strategic plan is the intersection of well-being, academic innovation and operational excellence,” Medved says. “We see well-being and academics at the same level, and when one is taken care of, the other can happen.”

Elissa Kline-Beber, associate head of well-being at The York School in Toronto, says it’s vital for parents to understand how a school is living its strategic plan. “Parents benefit from conversations with current students, understanding what structures the school has implemented to allow them to realize their aspirations and strategic goals, so that they’re not just words, but they’re a lived experience.”

Developing a strategic plan takes significant reflection, collaboration and time. At Rothesay Netherwood School (RNS) in Rothesay, N.B., extensive research is undertaken 18 months before launching a new plan. It includes a review of the previous plan; stakeholder consultations with parents, employees and alumni; and an analysis of best practices.

RNS’s 2025-2030 plan is grounded in four key pillars: nurturing a transformative educational experience; cultivating a connected, caring and engaged community; providing high-quality facilities and exceptional learning spaces; and ensuring strength and permanence for future generations. “Having a strategic plan provides direction, alignment with our mission, vision and values, and accountability across the organization,” says Paul McLellan, head of school. “Our strategic planning process is deliberately informed by CAIS national standards, as well as by what is uniquely RNS.”

For parents, a well-communicated and executed plan can instill confidence, while also providing transparency, trust and pride in the school community, McLellan says. “It demonstrates the school is future-ready and deeply invested in the success of its students.”

Greenwood College School in Toronto is in the final year of its current strategic plan and is developing its next long-range strategic direction. “We have engaged many stakeholders – staff, students, parents and guardians, alumni and current students – who have provided feedback and whose voice will help to guide our future priorities,” says Heather Thomas, principal and head of school.

Its current strategic plan covers areas such as reimagining Greenwood’s campus of the future, leading in the smart use of technology, promoting mental health and inspiring discovery through personalized experiential learning.

“Greenwood’s strategic plan, as well as our mission and vision, convey our student-centred, human-focused approach to education,” she says.

Lara Unsworth, head of community relations at Strathcona-Tweedsmuir School (STS) in Okotoks, Alta., stresses the importance of living the strategic plan, rather than letting it sit on a shelf. “Rather than organizations communicating their vision and goals, it’s important to tell the story of how they’re achieving them.”

For prospective parents, Unsworth says: “It’s important to see if the plan aligns with your family and is going in a direction that you can get behind and are excited about.”

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