Strategic Direction to 2030. OPC logo with diverse group of people silhouettes

Strategic Plan Wheel with icons. Member Support and Professional Learning. Well-being and Professional Sustainability. Social Justice, Anti-Oppression and Anti-Colonialism. Advocacy and Influence. Resilient Governance and Organizational Agility.

Built together, for our Members.

Our Strategic Plan sets out a path for supporting Members and shaping education in Ontario. Developed through a consultative process, the plan reflects shared priorities and a collective vision for the future. It is designed to elevate and empower principals and vice-principals (P/VPs) through equity-centred leadership, enhanced well-being, strong advocacy and innovative support systems, ensuring an education system that is vibrant, inclusive and sustainable for a rapidly changing world. 

The plan is guided by five threads (alphabetical order)

  • Advocacy and Influence  

  • Member Support and Professional Learning  

  • Resilient Governance and Organizational Agility  

  • Social Justice, Anti-Oppression and Anti-Colonialism  

  • Well-being and Professional Sustainability  

Our Direction

Grounded in the OPC’s values and reflective of our renewed vision and mission, it provides a focused framework to guide decisions, resources and advocacy through 2030. 

Please note that the strategic objectives are presented in no particular order and do not reflect a sequence.

Vision
An Ontario where principals and vice-principals are valued for the pivotal role they hold in supporting school communities in an outstanding public education system that is well resourced and respected.
Mission
The Ontario Principals’ Council empowers every Member throughout their leadership journey. Through relentless advocacy, learning opportunities and support, we advance inclusive, innovative learning communities in which everyone thrives.
Values
  • Championing Anti-oppressive Communities
    • We collaborate with communities to champion respectful, anti-oppressive and inclusive learning spaces.
  • Cultivating Innovative Learning
    • We actively promote continuous development, empowering staff and students to achieve their full potential.
  • Promoting Excellence in Public Education
    • We prioritize high-quality public education centered on the well-being, learning and success of children, youth and adults.
  • Supporting Integrity-driven Leadership
    • Leading by example, we foster a trustworthy and ethical education environment.

Advocacy and Influence megaphone icon with speech bubbleAdvocacy and Influence

Strategic Objectives

  • Strengthen the collective voice of principals and vice-principals to influence policy and practice at all levels.
  • Increase public awareness and political awareness of the value and leadership role of principals and vice-principals in strengthening the public education system.
  • Establish the Ontario Principals’ Council’s role in advancing environmental, organizational and professional sustainability.
  • Proactively seek labour protections and improved terms and conditions for principals and vice-principals.

Member Support and Professional Learning iconMember Support and Professional Learning

Strategic Objectives

  • Enhance the bargaining power to improve overall working conditions for Members.
  • Improve service delivery and the Member experience in a manner that is responsive to the evolving needs of principals and vice-principals.
  • Build leadership capacity in key areas through professional learning, mentoring and proactive Member services. 
  • Safeguard strong and accessible protective services for Members by consistently enhancing professional and legal support for employment-related matters.

Resilient Governance and Organizational Agility iconResilient Governance and Organizational Agility

Strategic Objectives

  • Achieve long-term financial sustainability through ethical, efficient/responsible and strategic use of the OPC’s resources.
  • Increase engagement with Members to understand their priorities and align internal capabilities and structures to best support their evolving needs.
  • Cultivate a positive and supportive work environment that drives high employee engagement and promotes overall well-being.
  • Strengthen organizational effectiveness through transparent governance oversight, ensuring responsive, accountable leadership that reflects and supports the diverse voices of our membership.

Social Justice, Anti-Oppression and Anti-ColonialismSocial Justice, Anti-Oppression and Anti-Colonialism

Strategic Objectives

  • Strengthen and diversify membership with a focus on equity, diversity and representation.
  • Align our organizational and leadership practices with the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) and the Truth and Reconciliation Commission (TRC) Calls to Action to support Indigenous rights and reconciliation.
  • Support school leaders and our organization in aligning practices to foster anti-colonial, rights-based education system.

Well-being and Professional Sustainability leaf iconWell-being and Professional Sustainability

Strategic Objectives

  • Promote improved identity-affirming mental health supports for principals and vice-principals.
  • Advance the overall well-being of principals and vice-principals.
  • Advocate for safe, respectful and trauma-informed work environments.
  • Develop and sustain a well-supported pathway for leaders, equipped to navigate challenges and drive positive outcomes within the education sector.

How the Plan Works

Threads: five key areas of focus that anchor decisions to 2030.

Strategic Objectives and Priorities: within each thread, strategic objectives then priorities are identified to organize the work annually.

Key Performance Indicators (KPIs): measurable actions set each year by staff to guide regular reporting.

Four circles interconnection. Each representing the four components of the plan (Threads, Objectives, Priorities and Actions (KPIs).

How We Built the Plan

Gears IconWe undertook a deeply consultative and inclusive planning process. Input was gathered through meaningful engagement with our Provincial Council (known as General Assembly effective October 2025), staff, leadership, Members and system partners. Through a comprehensive series of conversations, surveys and facilitated touchpoints, we elicited diverse perspectives, identified key priorities and fostered shared understanding. To inform the priorities and actions, staff review feedback through the Member satisfaction survey.

Get the Full Plan

Download the Strategic Plan (PDF)

Download the Strategic Plan (PDF)

Member Satisfaction Survey

Person filling out a survey on a laptop

To better understand Member needs and expectations, we conduct a survey annually in May. The feedback informed our strategic plan and goals to enhance our service with evolving expectations. The 2025 survey included a section on the draft Strategic Plan, and Member feedback informed the finalized version.

2025 Member Satisfaction Survey Report

Diverse people silhouettes