2 0 2 4 - P R E S E N T
THE ENVISIONING PREAMBLE
The2024-2025schoolwidetheme,Think.Empower.Create."FDRfortheLearning" servesasbothaguideandan inspirationforallthatwewillachievetogetherthisyearasweembarkonourstrategicplanningprocess.
Thisschoolyearwebeginanimportantandexcitingprocess—thedevelopmentofournewstrategicplan.Thisplanwillbe acollaborativeeffort,withcontributionsfromstakeholdersinourcommunity.Together,wewillreflectonourstrengths, identifyopportunitiesforgrowth,andchartacourseforourCondorstosoarboldlyintothefuture.Wewillaccomplishthis withtrust,kindness,respect,andcourage.
Theworkaheadwillrequireustothinkdeeply,empowereachother,andcreateinnovativestrategiestoguideusforthe yearsahead.Weareconfidentthat,unitedbyourmissionandvalues,wewilldevelopastrategicplanthatnotonlyhonors ourlegacybutalsopositionsustothriveinanever-changingworld.Here'stoayearoflearning,growth,andtheexciting possibilitiesthatareaheadforourRooseveltCommunity!
THE STRATEGIC PLANNING CONSULTANTS
PRINCIPLES OF THE STRATEGIC PLANNING PROCESS
There are 4 Principles of Strategic Planning:
Grounded in Mission & Core Values
Shared Ownership & Accountability
Reflective Thinking & Flexibility
Infinite Mindset
Pam Shakil, Transformation Systems
AMISA Governance Conference September 2024
PHASES TO THE STRATEGIC PLANNING PROCESS
PHASES TO THE STRATEGIC PLANNING PROCESS
Pillars, Priorities+Vision ofStrategicPlan
StrategicAdvisoryCollaborative IdentifyInitiatives&Actions Alignmentwithschool-widegoals
Development +Action
Community
Surveys
iin t e m in dset Superin tendent’s Coffess
CorePlanning Team
Reflections
FocusGroup mission&corevalues
Stakeholders
STRATEGIC PLANNING KEYWORDS & QUESTIONS
We encourage you to engage in this process, bringing your unique perspectives, ideas, and passions to the table. Together, we will reflect on our strengths, identify opportunities for growth, and chart a course for our Condors to soar boldly into the future.
WORDS:
Trust Courage Kindness Respect Compassion
QUESTIONS:
How are our School's beliefs shaping school-wide behaviors? What is FDR's purpose, and what is our promise to our students, faculty, and parents? Are there gaps in understanding our shared beliefs and how do these gaps play out in the life of our school? How can the smallest changes in the classroom align us? And how can these changes spiral to other parts of our work at school?
THE TIMELINE SEMESTER 1 2024-2025
AUGUST-OCTOBER:Gainamorecompleteunderstanding ofPatti'sstrategicplanvision.
OCTOBER27-30: Interviewstakeholders,Attend schoolevents,Presentanoverview ofthestrategicplanningtofaculty andstaff.
SEPTEMBER-DECEMBER:
SuperintendentStrategyBuildingFocusGroups(ongoingnextsemester)
SEPTEMBER-DECEMBER:ZoomwithStrategicPlanConsultants
STRATEGIC PLANNING ENVISIONING SESSIONS
Superintendent, Ms. Patricia Lee Marshall shares the history of Strategic Planning @ FDR, the Process of Strategic Planning, and the Strategic Planning Timeline in and around Lima, Peru.
Thursday,September26@
Tuesday,November19@
CORE PLANNING TEAM - STRATEGIC ADVISORY COLLABORATIVE
NextSteps:StrategicAdvisoryCollaborative
TheStrategicAdvisoryCollaborativewillworkcollaborativelytomaintaintheplan'srelevanceand adaptabilitywhileembodyingthevisionofthestrategicplanandtheschool'sMissionandCore Values.Futureeffortswillbegroundedinbestpracticesandprioritizeclearcommunication, communityalignment,andstrategicforesighttodriveprogress.
EMERGING PRIORTIES - WORK IN PROGRESS
Trust
BElonging Community
Learning INnovation
Courage Compassion
Alignment
Communication
Respect
Kindness
ACcountabiliity/ Expectations
THE TIMELINE SEMESTER 2 2024-2025
Furtheringthework, UncoveringPriorities, GuidetheStakeholders identifyingkeyareas
ONSITEVISIT
STRATEGICPLAN
CONSULTANTS
BoardRetreat, AllCommunity FocusGroups& Interviews
ONSITEVISIT
ONSITEVISIT
STRATEGICPLAN
STRATEGICPLAN
CONSULTANTS
ONSITE STRATEGICPLAN
FEBRUARY
BOARD
ReflectionandFeedback MARCH
CONSULTANTS
STEERING COMMITTEE
CONSULTANTS
BoardRetreat,All CommunityFocus Groups&Interviews
BoardRetreat, AllCommunity FocusGroups& Interviews
MeetwithBoard,SAG,and stakeholders-review Pillars
Identifya SteeringCommittee
RefineandConfirmthe structureofplan
MARCH-APRIL:ZoomwithStrategicPlanConsultants
STRATEGIC PLANNING - CONSULTANTS VISIT
Ourstrategicplanconsultants,JimBest&BernieNoe,returnedtoColegio
RooseveltfromMarch19-21tohostastrategicBoardretreatandreview communityfeedbackandimportantthemesthatareresoundingacross stakeholders.
ThenextstepfortheBoardistoidentifythemajorpillarsournextstrategicplanwill include.
Withconsistentlyacrossstakeholderfeedback,wearelearningthatthebelowtopics needtobeourfocalpointsintheyearsahead:
Communication(strategyandconsistency)
School-wideAlignment(acrossdivisionsanddepartments,curriculum,and standards)
Accountability
Innovation
Ongoingdevelopmentoftheecosystemandcampusinfrastructure
Diversity
Curriculum
ONSITE STRATEGICPLAN
CONSULTANTS
MeetwithBoard,SAG, andstakeholdersreviewPillars
STRATEGIC PLANNING - CONSULTANTS VISIT
Ourstrategicplanconsultants,JimBest&BernieNoe,returnedtoColegioRooseveltfromMay 13-May16tohostastrategicBoardretreat,onboardourStrategicAdvisoryCollaborative,and meetwithstakeholdergroups-parents,students,F&S-toreviewouremergingpillarsandseek perspectivesandreflections.
WehaveconfirmedthethroughlinesoftheStrategicPlan:Communication&Accountabilityand the“vision”oftheplan-Alignment:OneSchool,OneCommunity,OneFDR.
EmergingVision(whereweareheaded): Alignment
EmergingThroughlines(whatwillholdtheplantogetherandhelpusmeetourprioritiesand vision): Communication Accountability
EmergingPillars(howwewillgetthere): InspiredLearning&ThinkingforEveryCondor Caring&ConnectedCommunity Innovative&Future-FocusedCulture
STRATEGIC PLANNING - VISION, PILLARS & THROUGHLINES
TRANSITIONING TO THE NEW SCHOOL YEAR - THEME
2024-25
2025-26
Envisioning our New Strategic Plan
Looking Ahead for our Strategic Plan
Finalizing our strategic pillars and priorities of the strategic plan
Campus visit of strategic plan consultants Jim Best & Bernie Noe
August Board Retreat
August Strategic Advisory Collaborative Gathering
Identifying our strategic plan goals and actions/initiatives
Launching the strategic plan for our community
Implementing actions/initiatives aligned with the goals of the strategic plan
The Next Phase of our Strategic Plan
Pillars, Priorities+Vision ofStrategicPlan
Strategic Advisory Collaborative
The Strategic Advisory Collaborative will champion the plan’s implementation, ensuring that our aspirations translate into meaningful outcomes that reflect the voices and needs of our community with a collective commitment to respect, trust, and shared responsibility.
Le Mans Ashford Roxana Remy Sarah Kelly Joe Bonnici
Strategic Advisory Steering Committee
The Strategic Advisory Steering Comimittee is a subcommittee of the Board of the Trustees to include the Superintendent and Head of Operatios/Chief of Staff and our strategic plan consultants: Jim Best & Bernie Noe.
The role and responsbility of the Steering Committee: Ensure the plan’s structure—pillars and priorities—is coherent, aligned, and strategically sound. Serve as a strategic filter—bringing leadership perspective and community awareness to guide final refinement of the strategic plan
Our Strategic Plan
Vision ONESCHOOL,ONECOMMUNITY,ONEFDR
Guiding Principles
Alignment, Communication, Accountability
Pillars Inspired Learning and Thinking for Every Condor A Caring and Connected Community An Innovative and Future-Focused Ecosystem
Priorities
Create meaningful, transformative learning experiences that amplify student voice, foster critical thinking, and empower every learner to grow and thrive.
Cultivate a community of care, trust, and service that fosters belonging, strengthens relationships, supports well-being, and honors the diverse identities and contributions of every community member.
Build an agile, one-school ecosystem that inspires innovation, where community members embrace change, experiment boldly, and prepare for the opportunities and challenges of the future.
THE WHY of Our Strategic Plan ...
At Colegio Roosevelt, our story is one of collective vision, shared values, and a steadfast commitment to the students we serve.
Grounded in our mission and core values, we believe that our purpose extends far beyond academics. It is our promise that all students will:
Consistently engage in exploring and sharing diverse learning experiences in pursuit of educational excellence.
Consistently align their words and actions, take responsibility for the consequences of their choices, and treat themselves and others with respect. Choose to act as socially responsible change agents for sustainable solutions to challenges in their community.
This promise is fueled by the belief sets of our core values. These beliefs, partnered with our Mission, is our Why - our passion, our purpose, our promise.
THE WHAT of Our Strategic Plan
This strategic plan represents both a destination and a journey one that began with deep listening, critical reflection, and courageous conversations among students, faculty, staff, parents, alumni, and school leaders. It is a living blueprint—a collective call to action that reflects who we are, what we believe, and where we are headed together. Through envisioning sessions, focus groups, surveys, and engagement events, we surfaced our shared aspirations and drafted unified, interconnected pillars to guide us forward:
Pillar 1: Inspired Learning and Thinking for Every Condor
Priority 1: Create meaningful, transformative learning experiences that amplify student voice, foster critical thinking, and empower every learner to grow and thrive
Pillar 2: A Caring and Connected Community
Priority 2: Cultivate a community of care, trust, and service that fosters belonging, strengthens relationships, supports wellbeing, and honors the diverse identities and contributions of every community member.
Pillar 3: An Innovative and Future-Focused Ecosystem
Priority 3: Build an agile, one-school ecosystem that inspires innovation, where community members embrace change, experiment boldly, and prepare for the opportunities and challenges of the future.
Pillars are broad, strategic areas that anchor vision and define the overall direction of the school. These pillars are not discrete efforts, but rather mutually reinforcing, forming a dynamic and holistic approach to student-centered growth and institutional advancement. Each pillar strengthens the others—elevating excellence and amplifying stakeholder voice. Pillars are further elaborated and expanded into priorities. Priorities are specific areas within each pillar with a focus on the most strategic, impactful opportunities. These pillars, paired with the priorities, are our What—the commitments that define our path ahead.
THE HOW of Our Strategic Plan
This plan is agile by design. It is clear, concise, and actionable—held together by the principles of communication, accountability, and alignment.
Strategic plan pillars, priorities, goals, and actions are embedded in the school’s annual themes, divisional and school-wide goals, and an integrated accountability framework to ensure that all efforts are purpose-driven, measurable, and aligned with the long-term vision.
The goals of the plan, implemented by the school’s leadership team, are clear, measurable outcomes that define success, ensure accountability and focus on impact. The actions that realize the goals are practical, concrete steps designed to achieve the identified impacts, turning aspirations into reality.
The Strategic Advisory Collaborative will support the plan’s implementation, ensuring that our aspirations translate into meaningful outcomes that reflect the voices and needs of our community. At every level—from the boardroom to the classroom, from parents to students, from legacy to future—we are committed to transparency, trust, and shared responsibility.
Ultimately, this strategic plan is about nurturing the future: equipping our Condors not only to thrive within our school but to leave ready to soar boldly—confident, compassionate, and prepared to lead lives of integrity and have a positive impact in a rapidly changing world.
This is our How the way we will bring the vision of our plan to life, together.
Strategic Plan Consultants
Our strategic plan consultants, Jim Best & Bernie Noe, return to Colegio
Roosevelt August 8-August 11 to host a PTA Executive Committee
Onboarding , Strategic Advisory Collaborative workshop, Board of Trustees Retreat, Leadership Team Mini-Retreat and SLT workshop.
In this time together, Jim & Bernie, will collaborate with the various stakeholders to communicate the shared understandings of roles and responsibilities of the strategic plan as well as revisit the framework of the strategic plan to include the significance of the principles: alignment, communication, and accountability.
The Timeline Semester 1 2025-2026
STRATEGIC PLANNING TIMELINE & FRAMEWORK FOR SEMESTER I
GOALS & ACTIONS
Finalize priorities, develop goals and actions
ONSITE
STRATEGIC PLAN
CONSULTANTS
Launch strategic plan
BOARD
Reflection and Feedback
OCTOBER-DECEMBER: LT - Goal Advancement and Alignment to Priorities
October 2026: Assess the progress of the first year and make refinements to keep the plan on track.
August 8 11
Strategic Plan Introduction
From the very beginning, the development of Colegio Roosevelt’s Strategic Plan was a collaborative effort—a true partnership where faculty, staff, students, parents, alumni, and trustees all had a voice in shaping the future. What unfolded was a deliberate journey, beginning in August 2024, grounded in listening and inclusion, and taking the time necessary to ensure the work was done with care and purpose. With clear roles and leadership, the Board offered stewardship to keep the plan strategic and future-focused, while diverse voices across the community contributed essential perspectives—modeling best practice in action. The process itself reflected an innovative approach, forward-looking and worthy of FDR as a leading learning institution, an example for independent schools worldwide. In many ways, it became a unifying moment—bringing the community together even in a time of global and local challenges. Out of this work emerged a shared understanding, where the pillars, priorities, and guiding principles were not only embraced but seen as interdependent and mutually reinforcing. At its core, the plan is student-centered, strengthening FDR’s mission to prepare students to thrive in a changing world while staying true to its core values. It will be a lived experience, visible in classrooms, on playing fields, in the arts, in family partnerships, and in daily decisions. Designed with future-ready depth, the plan captures both the complexity of who FDR is and the clarity of where it is headed—ensuring resilience and agility in the years to come. It also carries an expectation of shared accountability, reminding us that this is not the end of the journey, but the beginning, and its success depends on collective commitment. More than a plan, it is a collective vision— the united voice of the Roosevelt community, elevated and guided by the vision of Superintendent Patti Marshall.
Priority:
Createmeaningful,transformativelearningexperiencesthatamplifystudent voice,fostercriticalthinking,andempowereverylearnertogrowandthrive.
Goals:
Aligncurriculumacrossdivisionstoensure coherenceandexcellence
Expandanddiversifylearningexperiences throughinstructionpracticesandsignature programs
Strengtheneducatorpracticethrough professionalgrowth,studentvoice,and leadershippathways
AtColegioRoosevelt,inspiredlearningisgroundedinourlearningprinciplesandlivedthrough experiencesthatignitecuriosity,courage,andcreativity.Inspiredlearningmeansoffering experiencesthatarenotonlyrigorousbutalsorelevantandmeaningfultothelearner, cultivatingbothintellectualgrowthandpersonaldiscovery.Theseexperiencesensureour studentsgobeyondcontent-centeredlearninganddevelopresiliencetoconfidentlyvoicetheir values,thevaluesofaCondor.
Thispillarandpriorityempowersourcommunitytochallengeassumptionsandto confidentlyexpresstheirvoiceinwaysthatshapetheirlearningandtheirworldsotheycan growandthrive.Withthedispositionsofourtransdisciplinaryskillsinaction,wewillbe invitedtoexplore,discoverandpursuebythinkingcritically,askingboldquestions,and creatingnewpossibilities.
Thispillarandprioritycallsustoalignourcurriculum,expandanddiversifyour programming,andtostrengtheneducatorpracticesothateverylearner’sjourneyis coherentandpurposeful.Withsignatureprograms,diversepathways,andexperiential opportunities,Condorswillbeencouragedtoexploretheirpassionsandstretchbeyond theircomfortzonestogrowasindividualsandaslifelonglearners.
Priority:
Cultivateacommunityofcare,trust,andservicethatfostersbelonging, strengthensrelationships,supportswell-being,andhonorsthediverse identitiesandcontributionsofeverycommunitymember.
Goals:
Enhancepartnershipswithfamiliesthrough consistent,inclusiveengagement
Strengthenstudentagency,fosterstudent voice,anddevelopcross-cultural collaboration
Buildacollaborativeandsupportivefaculty andstaffculture
AttheheartofColegioRooseveltisavibrantcommunitydefinedbyits’Missionpromiseandthebelief setsofits’CoreValues.Withthissharedpurpose,ACaring&ConnectedCommunityaffirmsourbelief thatcollectivecommunitybelongingisgroundedinourcommitmenttoensureeverymemberofour communityfeelsknown,valued,seen,andheard.Whenstudents,families,faculty,andstafffeel known,valued,seen,andheard,theyareabletobringtheirbestselvesforward.Acaringand connectedcommunitydoesnothappenbychance—itisbuiltintentionally,throughmutualtrust,by honoringtheuniquecontributionsofeveryindividualsoeveryindividualthrives.
Thispillarandprioritywillcultivateacommunitythatembracescareasbothamindsetanda practicetoensurethatColegioRooseveltisaplacewhereeveryonebelongs.Together,wewill createacommunitywherewell-beingisprioritized,voicesareelevated,andservicetoothers strengthensthebondsbetweenus.
Thispillarandpriorityfocusesonstrengtheningrelationshipsacrosseverylayerofschoollife.For families,thismeansconsistent,inclusiveengagement—workshops,connectedcoffees,and onboardingprogramsthatcreateauthenticpartnershipsbetweenhomeandschool.Forstudents, thismeansvoice,agency,andcross-culturalcollaborationthroughadvisory,counseling,and student-ledinitiativesthatfostercompassion,responsibility,andinterculturalcompetency.For facultyandstaff,thismeansacultureofcollaborationandwellnesswhereeducatorsfeel supported,respected,andempoweredtogrow.
Priority:
Buildanagile,one-schoolecosystemthatinspiresinnovation,where communitymembersembracechange,experimentboldly,andpreparefor theopportunitiesandchallengesofthefuture.
Goals: DevelopaunifiedEC-12operationaland communicationmodel
Expandinnovationspacesand sustainabilitythroughcampusplanning
Buildexternalpartnershipsthatconnect studentstoreal-worldexperiences
Thefutureourstudentswillinheritiscomplex,fast-changing,andfilledwithbothchallengesand opportunities.AtColegioRoosevelt,wearecommittedtopreparingCondorstonavigatethis futurewithcourageandleadershiptoinspireandsoar.Thispillarisaboutmorethantechnology orfacilities—itisaboutinnovationandadaptabilityacrosseverypartofourschoolecosystem.By embracingchangeandexperimentingboldly,weensurethatourstudentsgraduatereadyto shapethefuture.
Thispillarandprioritybeginswithalignment.AunifiedEC–12operationalandcommunication modelstrengthensouridentityasoneschool,ensuringconsistencyinbothacademicand communitylife.Fromclassroompracticestooperationalsystems,clarityandalignmentwill helpusmaximizeresources,strengthenconnections,andempowerinnovationateverylevel.
Thispillarandpriorityrequiresenvironmentsthatinspirenewideasandsustainablesolutions. Purpose-builtfacilities,flexiblelearningspaces,andacampusdesignedforcuriosityandwellbeingwillallowCondorstoimagineandcreateboldly.Partnershipswithlocalandglobal industries,universities,andalumniwillfurtherextendlearningbeyondourwalls,connecting studentswithreal-worldexperiencesthatpreparethemforleadershipinaninterconnected world.Bydesigningafuture-focusedecosystem,ColegioRooseveltisequippingstudentsto soarwithconfidence—readytoembracechangeandleadlivesofrelevanceandimpact.
