THINK. EMPOWER. CREATE.
THE PREAMBLE
The2024-2025schoolwidetheme,Think.Empower.Create."FDRfortheLearning" serves asbothaguideandaninspirationforallthatwewillachievetogetherthisyearaswe embarkonourstrategicplanningprocess. Thisschoolyearwebeginanimportantandexcitingprocess—thedevelopmentofour newstrategicplan.Thisplanwillbeacollaborativeeffort,withcontributionsfrom stakeholdersinourcommunity.Together,wewillreflectonourstrengths,identify opportunitiesforgrowth,andchartacourseforourCondorstosoarboldlyintothe future.Wewillaccomplishthiswithtrust,kindness,respect,andcourage. Theworkaheadwillrequireustothinkdeeply,empowereachother,andcreate innovativestrategiestoguideusfortheyearsahead.Weareconfidentthat,unitedby ourmissionandvalues,wewilldevelopastrategicplanthatnotonlyhonorsourlegacy butalsopositionsustothriveinanever-changingworld.Here'stoayearoflearning, growth,andtheexcitingpossibilitiesthatareaheadforourRooseveltCommunity!
THE STRATEGIC PLANNING CONSULTANTS
BernieNoe, Co-founderofTheLeaderNetworkwas, untilthisyear,HeadofSchoolatLakesideSchoolin Seattle,Washington,servingfrom1999to2022. Berniehasanexemplaryrecordofleadership inindependentschooleducation,commitmentto communityservice,diversityandinclusion,and scholarshipinhistoryandinternationalstudies.
AmonghisrecentinitiativesisTheDowntown School:ALakesideSchool, whichopenedin fall2018 Theco-educationalhighschool, threeyearsinthemaking,offersahigh-quality academiceducationtoadiversebodyofacademicallytalentedstudents.Priorto hisarrivalatLakeside,BernieservedforsevenyearsasbothUpperSchoolPrincipal andAssistantHeadofSchoolforInternationalEducationatSidwellFriendsSchool inWashington,DC,wherehe alsotaughtaWesterncivilizationclassandpromotedinitiativesoneducational excellence,diversity,andcommunityexpectations.
From1984to1992,BerniewasHistoryDepartmentchairandDirectorofSummer ProgramsatTheLandonSchoolinBethesda,Maryland AtLandon,heledanumber oftaskforcesandcommitteesonschoolgovernanceand curricularimprovementandwasalso,asahistoryteacher,awardedtheSenator DanforthExcellenceinTeachingAward(1990).BeforejoiningTheLandonSchool faculty,BernieworkedashistorydepartmentchairattheAmericanschoolsin Israel(1980-1982)andSwitzerland(1977-1980)
Bernie’seducationalbackgroundincludesaBAcumlaudefromBostonUniversity anM.A.ininternationalrelationsfromGeorgetownUniversity,andanM.Phil.from GeorgeWashingtonUniversityinEuropeanhistory AtLakesidehehastaught modernEuropeanhistoryandanelectivehistorycourseontheHolocaustand genocide.
InFebruary2021,hecompleted12yearsofserviceontheNationalAssociationof IndependentSchoolsBoard ofTrustees,thefinalthreeyearsasChair.BerniewasfoundingBoardChair(20112015)forGlobalOnlineAcademy(GOA),aninnovativeandcollaborativeventure establishedbyleadingindependentschoolsofferingcutting-edgeonlinecourses forhighschoolstudents.BerniealsoservedasaboardmemberofSchoolYear AbroadandRainierScholars
Jim,Co-FounderofTheLeaderNetwork,hasspent30yearsin independentschoolsintheUnitedStatesandabroad Hehasservedin avarietyofrolesincludingHeadofSchool,AssociateHead,Division Director,DepartmentChair,Dean,Teacher,Advisor,andCoach.
Jimhasalwayskepthishandintheclassroom,havingtaughtand advisedstudentsfromearlychildhoodthroughgraduateschool.Jim servesonavarietyofnon-profitBoardsandisparticularlyproudtobea foundingTrusteeofGlobalOnlineAcademywherehecurrentlychairs theBoard.Jimhassignificantexperienceworkingwithschoolsand organizationsthroughouttheworld
HeispassionateaboutEquity&Inclusion,Strategy&Innovation,andLeadership&Governancein independentschools andhasspokenandpublishedonthesetopicslocally,nationally,and internationally.
JimreceivedhisBA withHonorsandwasaJohn MotleyMoreheadScholarattheUniversityofNorth CarolinaatChapelHill.HeholdsanM.A.andEd.M.fromTeachersCollege,ColumbiaUniversitywhere heisamemberofthePresident’sAdvisoryCouncil.
HewasalsoaparticipantintheKlingensteinCenterforPrivateSchoolLeadershipatTeachers CollegeandservesontheKlingensteinAdvisoryBoard.Jimreceivedhiscoachingtrainingatthe UniversityofCalifornia’sHaasSchoolofBusinessandhisBoardofTrusteeConsultingCertificate throughBoardSource.
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
fni iin t e m in dset Superin tendent’s
Coffess
CorePlanning Team
Reflections Stakeholders FocusGroup mission&corevalues
Dialoguing& Data
Collection
Accreditation Report
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
STRATEGICPLANNINGTIMELINE&FRAMEWORKFORSEMESTERI
VIRTUAL SESSIONS withPatti, BoardChairand interviewstakeholders Memberstoinitially asses ONSITEVISIT STRATEGICPLAN CONSULTANTS BoardRetreat, AllCommunity FocusGroups& Interviews COREPLANNING TEAMW/ONSITE TRANSFORMATION SYSTEMS withPamShakil
ONSITEVISIT STRATEGICPLAN CONSULTANTS AllCommunity FocusGroups,Revisiting theCPT, F&SGathering
STRATEGIC PLANDISCUSSION withStudents
8:30-10:00am
AUGUST-OCTOBER:Gainamorecompleteunderstanding ofPatti'sstrategicplanvision.
OCTOBER27-30: Interviewstakeholders,Attend schoolevents,Presentanoverview ofthestrategicplanningtofaculty andstaff.
SEPTEMBER-DECEMBER:
SEPTEMBER-DECEMBER:ZoomwithStrategicPlanConsultants SuperintendentStrategyBuildingFocusGroups(ongoingnextsemester)
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.
ONSITEVISIT
STRATEGICPLAN
CONSULTANTS
BoardRetreat, AllCommunity FocusGroups& Interviews
August19-21
ENVISIONING TOUR
@LIMAGOLF
September26
8:30-10:00am
ColegioRooseveltWelcomes
PamShak,anassocatewthTransformaton Systemswithovertwentyyearsofinternatona schooexperience,spassonateabouthelping schoocommunitesthrveEmpowerngpeopeto createsharedmeanngandcolaborateareatthe heartofeverythingshedoes
Pamspecalzesinstrategcpannngpocesses andmeasurngtheimpactsofstrategcpanson studentlearningSheeadsworkshopsretreats andorentationsforboardsoftrustees, admnistratorsfacutyandstaff,parentgroups aumnassocatonsandstudentteams
Inherworkacrossthegobe,Pamappesa muticuturamindsetthatsaproductofher experencesgrowingupasathrdculturekidFor hercutivatngunderstandingandtruststhekey tobudngmeanngfuandastngconnectons DuringPamstimewthCoegoRoosevetshewl coaboratewithourPTAExecutiveCommittee, CorePannngTeamandHghSchooStudent Leaders
September30-October1
CORE PLANNING TEAM - STRATEGIC ADVISORY COLLABORATIVE
FutureRoleoftheCorePlanningTeam:
ServingasaStrategicAdvisoryCollaborative
Supportingthestrategicplanbyaligningwithandadvocatingfor communityvalues.
Ensuringthestrategicplanremainsadaptabletoshiftsineducationand agreed-uponcommunityneeds.
Representingdiverseperspectiveswithintheschoolcommunity.
NextSteps:StrategicAdvisoryCollaborative
TheStrategicAdvisoryCollaborativewillworkcollaborativelytomaintaintheplan'srelevanceand adaptabilitywhileembodyingthevisionofthestrategicplanandtheschool'sMissionandCore Values.Futureeffortswillbegroundedinbestpracticesandprioritizeclearcommunication, communityalignment,andstrategicforesighttodriveprogress.
ENVISIONING TOUR
@GOLFLAPLANICIE
October24
8:30-10:00am
ONSITEVISIT
STRATEGICPLAN
CONSULTANTS
AllCommunity FocusGroups,Revisiting theCPT, F&SGathering
October28
ENVISIONING TOUR
@LAMARINACLUB
NOVEMBER19
8:30-10:00AM
EMERGING PRIORTIES - WORK IN PROGRESS
THE TIMELINE SEMESTER 2 2024-2025
STRATEGICPLANNINGTIMELINE&FRAMEWORKFORSEMESTERII
Furtheringthework, UncoveringPriorities, GuidetheStakeholders identifyingkeyareas
ONSITEVISIT
STRATEGICPLAN
CONSULTANTS
BoardRetreat, AllCommunity FocusGroups& Interviews
ONSITEVISIT
ONSITEVISIT
STRATEGICPLAN
STRATEGICPLAN
CONSULTANTS
FEBRUARY
ONSITE
STRATEGICPLAN
CONSULTANTS
CONSULTANTS
BoardRetreat,All CommunityFocus Groups&Interviews
BoardRetreat, AllCommunity FocusGroups& Interviews
MARCH-APRIL:
MeetwithBoard,SAG,and stakeholders-review Pillars
BOARD ReflectionandFeedback
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):
STRATEGIC PLANNING - VISION, PILLARS & THROUGHLINES
TRANSITIONING TO THE NEW SCHOOL YEAR - THEME
2024-25 2025-26
Envisioning our New Strategic Plan
TheNextPhase:2025-2026
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
StrategicAdvisoryCollaborative IdentifyInitiatives&Actions
Alignmentwithschool-widegoals
Development +Action
Community
Surveys
fni iin t e m in dset Superin tendent’s Coffess
CorePlanning Team
Reflections
FocusGroup mission&corevalues
Dialoguing& Data Collection
Stakeholders
Accreditation Report
Our Strategic Plan Vision, Pillars, & Throughlines
CorePlanning Team
Reflections Stakeholders
FocusGroup
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:
Inspired Learning and Critical Thinking for Every Condor
A Caring and Connected Community
An Innovative and Future-Focused Ecosystem
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 throughlines of communication, accountability, alignment, and best modern practices. 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 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.
Board
Pamela Davis
Toño Rosas
Juan Aurelio Arévalo
Miro Quesada
Students Administration/ LeadershipTeam Faculty
Teo Smith
Thiana Del Valle
Chiara Danino
Patricia Lee Marshall
Jenny Canar
David Chadwell
Nicole Veltze
April Wuest
Beatriz Sánchez Moreno
Jay VanWassenhoven
Le Mans Ashford
Roxana Remy Sarah Kelly Joe Bonnici
Parents
Le Mans Ashford
Roxana Remy Sarah Kelly Joe Bonnici
Alumni Administrative Staff
Andrea López
Nicolas Mulder
Lucas Ghersi
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 throughlines: alignment, communication, best modern practice, and accountability.
The Timeline Semester 1 2025-2026