DE LA SALLE COLLEGE MALVERN
Executive Summary
Strategic Enrolments Plan 2026–2033
De La Salle College Malvern
Introduction De La Salle College Malvern stands at an important moment in its history. While the College continues to provide a high-quality Catholic and Lasallian education to approximately 810 students, enrolment trends over the past 12 years have reflected a gradual decline. This Strategic Enrolments Plan 2026– 2033 presents a comprehensive and ambitious roadmap to reverse that trend, strengthen the College’s position in an increasingly competitive educational landscape and secure a sustainable future grounded firmly in its mission, values and educational excellence. The plan recognises that enrolment growth is not simply a marketing challenge. Sustainable growth is achieved when a school delivers a compelling educational experience, communicates its distinctive identity with confidence, maintains strong relationships with families and communities and aligns operational investment with a clear strategic vision. Accordingly, an enrolment plan for De La Salle College integrates market positioning, educational improvement, community engagement, retention, infrastructure development and access initiatives into a unified strategy for growth. At the heart of this plan is a vision for De La Salle College to be recognised as a leading Catholic boys’ school in Melbourne’s inner south-east; a school renowned for personal academic excellence, outstanding student (pastoral) care, evidenced through culture and character, strong, varied pathways as a differentiator, vibrant co-curricular opportunities, underpinned by respect and the formation of young men of personal and collective faith, integrity, service, kindness and purpose. Growth will not be pursued for its own sake. Rather, the College seeks to attract and retain families who value the unique educational and character-forming opportunities offered through a Lasallian education. This includes an emphasis on “academic value”, where academic outcomes can be positively linked to value for money (investment). Central to this vision is a renewed articulation of the De La Salle value proposition. Building upon the development and implementation of the College Strategic Plan 2027–2030, the College will strengthen its identity around four defining notions: Held by our Catholic faith, we believe what a young man achieves and who he becomes both matter. The world will test each of these in different ways. Rather than choosing between, we focus on learning and character together – in partnership with families and our broader community. We back effort and perseverance over talent alone and together we form young men who think clearly, are deeply relational and meet the future with courage, compassion and kindness. These notions will guide all aspects of College life and provide a clear and consistent narrative that differentiates De La Salle College within the educational marketplace.The plan identifies six strategic priorities that collectively form the foundation for sustainable enrolment growth.
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Strategic Enrolments Plan | 2026-2033
1. Strengthening Market Positioning and Identity The first priority focuses on clarifying and communicating the distinctive story of De La Salle College. Through the launch of a new Strategic Plan, enhanced articulation of the College’s Lasallian identity and consistent messaging across all touchpoints, the College will position itself as a contemporary, future-focused Catholic boys’ school that develops both achievement and character. Key strengths including the two-campus structure, personalised pastoral care, strong academic performance, vocational pathways, service learning opportunities and community connections will be actively promoted. Strategic partnerships with neighbouring Catholic schools and the creation of immersive enrolment experiences, including Experience De La programs, Principal-led events and community engagement initiatives, will strengthen visibility and deepen prospective family engagement.
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De La Salle College Malvern
2. Enhancing Student Experience and Outcomes The plan recognises that reputation is driven by student experience. Families choose schools where students thrive academically, socially, spiritually and personally. Consequently, significant investment will continue in teaching excellence and instructional consistency aligned to the MACS Vision for Instruction. This includes academic growth, clear and varied pathways and wellbeing. The College will further strengthen its reputation as a high-performing and affordable alternative to significantly more expensive independent schools by focusing on teacher development, evidenceinformed practice and academic rigour. Study skills programs, expanded Year 12 support structures and a comprehensive VCE preparation model will enhance student outcomes. At the same time, the College will continue expanding pathways through the development of vocational and VET programs, ensuring that every student can pursue a future that aligns with his interests and aspirations. The establishment of signature social justice and service-learning programs will further strengthen the College’s Lasallian identity while providing students with opportunities to develop leadership and compassion through meaningful action.
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Strategic Enrolments Plan | 2026-2033
3. Expanding and Diversifying Enrolment Pipelines The third priority seeks to ensure long-term enrolment resilience by broadening and diversifying the College’s recruitment pathways. The College will strengthen partnerships with key parish primary schools including St Mary’s Malvern East, St Joseph’s Malvern and St Roch’s Glen Iris, positioning De La Salle as the preferred secondary pathway for boys within these communities. A significant growth opportunity exists within Melbourne’s Inner West, enabled by improvements associated with the Melbourne Metro Tunnel. Through the “One change to shape his future” inner west strategy, the College will actively engage communities across Footscray, Yarraville, Newport, Sunshine and surrounding areas, promoting the accessibility of a De La Salle education through direct public transport connections. The College will also focus on increasing conversion rates from existing feeder schools, while developing relationships with emerging Catholic communities and primary schools experiencing strong demographic growth. This diversified approach will reduce reliance on traditional enrolment sources and create a broader base for future growth.
4. Elevating Marketing, Engagement and Brand Visibility The Marketing Plan 2026–2027 provides a sophisticated, data-driven framework designed to support enrolment growth. The plan establishes clear targets for increases in tour bookings, applications and prospectus downloads, supported through a coordinated approach across digital marketing, search engine optimisation, social media, outdoor advertising, storytelling and community engagement. Campaigns such as His Future Starts Here, Living Our Values and the Inner West strategy will strengthen awareness and confidence amongst prospective families. A refreshed website, enhanced enrolment journey and a stronger focus on authentic student, parent, staff and alumni stories will position the College as a modern, high-performing and mission-driven educational community. Marketing activity will be consistently aligned around six core content pillars: boys’ education, teaching excellence, pathways, values in action, facilities and student life.
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De La Salle College Malvern
5. Strengthening Retention and Community Advocacy The Strategic Enrolments Plan places equal importance on retaining students as attracting new ones. Current annual attrition rates of approximately five per cent present a significant opportunity for improvement. The College will implement a comprehensive retention framework focused on understanding why families leave, identifying early warning signs of disengagement and strengthening support systems across key transition points. Enhanced transition programs, student wellbeing monitoring, parent engagement initiatives, student voice opportunities and improved communication will foster deeper connections between families and the College. The plan aims to reduce annual student attrition to two per cent or lower by 2033, creating greater enrolment stability while increasing the number of families who become advocates for the College within the wider community.
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Strategic Enrolments Plan | 2026-2033
6. Implementing Scholarship and Bursary Programs The final strategic priority seeks to ensure that De La Salle College is both aspirational and accessible. A comprehensive Scholarship and Bursary Program will be established to strengthen enrolment pipelines, attract mission-aligned families, enhance diversity and expand access to Catholic education. The Scholarship Program will include: Academic Excellence Scholarships Music Excellence Scholarships The flagship Lasallian Character Scholarship Program The Lasallian Character Scholarship will become a defining feature of the College’s enrolment strategy, recognising students who exemplify faith, service, integrity, leadership and community involvement. Supported through principal nominations from Catholic feeder schools, the scholarship will strengthen relationships across the Catholic education sector while attracting students whose values align closely with the College’s mission. Complementing this initiative will be the Lasallian Access Bursary Program, funded through the newly established De La Salle College Foundation and partnerships with philanthropic and community organisations. This program will ensure that financial circumstance is never a barrier to accessing a De La Salle education and will explicitly reflect the College’s commitment to social justice and inclusion.
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De La Salle College Malvern
Enrolment targets To achieve sustainable growth, the College will pursue staged enrolment targets between 2026 and 2033: Stabilisation of enrolments within two years. Return to moderate enrolment growth within three to five years. Achievement of a sustainable and optimal enrolment level by 2033. Progress will be measured through a range of key performance indicators including enrolment enquiries, conversion rates, retention rates, brand awareness, stakeholder satisfaction, application volumes and overall enrolment growth.
Critical Enablers Successful implementation of the plan will require: Strong leadership, governance and accountability. Whole-school ownership of enrolment outcomes. Continued investment in marketing and enrolment staffing. Ongoing improvement in teaching, learning and student wellbeing. Strategic investment in facilities and campus presentation. Development and implementation of a contemporary Building Master Plan. Rigorous use of data to inform decision-making and evaluate effectiveness. Active engagement of students, families, alumni and staff as ambassadors for the College.
Links to De La Salle College Planning The College and governing bodies should understand enrolment strategies for the school in the context of the College’s new Strategic Plan (2027 – 2030). At the same time, no enrolment plan will be able to be successful without significant capital investment, which should be considered through a new commitment to Master Planning for the College. It would be impossible for an overall or sustained improvement in enrolments without significant capital works. A De La Salle Enrolment Plan should be considered in partnership with: De La Salle College – Malvern Strategic Plan (2027 - 2030) De La Salle College – Malvern, Master Plan
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Strategic Enrolments Plan | 2026-2033
Conclusion A Strategic Enrolments Plan represents a confident, mission-driven response to one of the most significant challenges facing De La Salle College Malvern. It acknowledges current enrolment realities while embracing the substantial opportunities available to a school with a rich Lasallian heritage, strong community foundations and a compelling educational offering. By uniting educational excellence, strategic marketing, strengthened community partnerships, improved retention, expanded access and a renewed commitment to the formation of young men of faith, service and purpose, De La Salle College is well positioned to reverse enrolment decline and build a thriving, sustainable future. The success of this plan will not be measured solely by enrolment numbers, but by the strength of the community it builds, the opportunities it creates, and the young men it forms. Through deliberate action and steadfast commitment to its mission, De La Salle College will continue to be a place where every boy is known, valued, supported and inspired to achieve his own version of excellence.
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