Elevate | Rosseau Lake College

I find RLC to be incredibly progressive and adaptable. They are focused on developing kids for a future that we can’t see yet and I think that is probably the biggest reason why we sent our daughter there, because we wanted her to be ready for anything. I want my child to be adaptable and resilient and ready for what comes in the future. RLC has that same philosophy and that is why we love it so much.
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– Casey Erin Wood

In this strategic plan, we dedicate ourselves to:

Leading the way in inquiry-based, hands-on, and student-centered learning within our extraordinary campus environment.
Offering a broad range of evidence-based teaching experiences, including land-based learning, that empower students to reach their full potential with confidence.
Identifying and improving campus infrastructure, creating instructional, recreational, and social spaces.
Recruiting and selecting students who reflect the mission and the goals of the school, as expressed in our mission and value statements; building the admissions funnel to allow more discernment in student selection.
Engaging in academic development to balance student life, focusing on brand appropriate programs of distinction

Updated September 2025

Increase the number and quality of instructional and community spaces
Enhance campus infrastructure as a foundation for ongoing campus development and sustainability
Expand and deepen partnerships with RLC alumni, parents, and friends, providing multiple means to engage meaningfully with the school community.
Promote a culture of philanthropy as a primary means of participation within the RLC experience
Identify individual opportunities for professional improvement and growth in areas of food service, housekeeping, facilities/maintenance, health and safety, and transportation.
Expand and deepen partnerships within the greater community that support the strategic initiatives within the school.
Improve the admissions process to assess ability, mindset, and potential to reach our enrollment goal of 140 students
Foster and grow agency partners in emerging international markets
Establish meaningful partnerships with local feeder schools and academic institutions

So far

In January, we opened the Recreation Centre. While it predated the launch of the new strategic plan, it nevertheless serves as an example of the plan’s intent. It added space while also announcing the vision for a revitalized campus. In addition to providing recreation space, it acts as a social hub, adding significant dimension to the student experience. Throughout the year to date, we have built our admissions team, adding an important layer of oversight. We also had the busiest summer season in our history, cementing partnerships with a range of businesses that, going forward, will continue to see the RLC campus as their home for summer programs and events.

To come

We will continue to build relationships within the local community and beyond. This ranges from visiting private schools within the region to engaging partners for programming throughout the academic year and summer months. As we move into admissions season, we will further cement and grow the agency relationships we have fostered in Europe, South and Central America, Asia, and Africa. The next major capital project—the creation of a STEAM facility—will increase instructional space and elevate the academic experience.

Implement an integrated Indigenous-STEAM (I-STEAM) project-based learning model across the curriculum
Elevate teaching excellence through professional learning, empowering teachers with student-centred methods
Cultivate a research-based culture of professional growth in student-centred learning
Elevate RLC’s outdoor experiential education model
Partner with recognized professional learning partners to support sustained professional growth
Strengthen the school’s exceptional staff through faculty development
Review the curricular program and timetable for best pedagogical practices
Review and evaluate teaching resources and course offerings

So far

In summer 2025, we established an ongoing relationship with the Future Design School, an organization created to help school leaders, educators, and students build future-ready skills. Their approach emphasizes design thinking, innovative practices, and hands-on learning experiences. In the week prior to the 2025–26 academic year, faculty engaged in an FDS curriculum design incubator and a journey-based assessment workshop, establishing a foundation for ongoing program and curriculum development. We also hired a dedicated Director of Outdoor Education to grow and deepen our foundational commitment to outdoor learning.

To come

Throughout the fall and winter, our faculty will take part in a CAIS self-study and external peer review that will further inform the goals outlined in this strategic plan.

Further develop an RLC restorative discipline model
Develop and deliver a life skills curriculum within the boarding program
Provide professional development for faculty and boarding life staff
Evolve community service into community engagement
Identify and address factors impacting well-being
Promote wellness through a robust co-curricular program
Expand co-curricular offerings
Provide and improve leadership training opportunities

So far

Student Life faculty and staff have begun developing a robust life-skills curriculum, which will be implemented during the 2025–26 academic year. We’ve reached out to community partners, including the Hike for Hospice, as a means of increasing student engagement within the communities local to RLC.

To come

Professional development and well-being will be addressed as key areas, with an emphasis on building capacity for mentorship and coaching.

Build targeted campaigns in new and developing markets
Continuously improve the admissions process
Increase awareness within Indigenous communities
Broadcast student success, alumni achievements, and community impact
Continue to build photo and video assets

So far

We’ve engaged a third-party consultancy to develop a robust online and print marketing campaign that highlights RLC’s key differentiators in a compelling and distinctive way. We will continue working closely with a videographer and photographer—whose work is already evident in the video elements on our website and the images across our web and print publications—to add range and depth to our digital assets. We've begun an audit of the tools that the admissions team uses to generate leads, respond to inquiries, and track progress through the admissions funnel.

To come

We will consider the creation of a new website within the period of this strategic plan.