STRATEGIC MANAGEMENT, SCHOOL-FAMILY PARTNERSHIP AND STUDENTS RETENTION: THE EXPERIENCE OF THE SOCIO-SPORTIVE AND CULTURAL PROJECT “FELIPÍADAS 2025” IN A PRIVATE SCHOOL

Abstract

This article presents a practice-based case study on the strategic role of the CEO in the design and implementation of a socio-sportive and cultural project, the “Felipíadas 2025”, in a Brazilian K–12 private school. Conceived by the author in 2014 and continuously developed since then, the project was strategically reconfigured in 2025 to operate as a core device for strengthening school–family partnerships, promoting student engagement and supporting student retention. Drawing on qualitative data (institutional documents, observations and internal feedback) and descriptive quantitative indicators, the study analyzes key management decisions regarding thematic design, student leadership structures, multi-stage events and family participation strategies. Results show that 86% of families attended at least one major event related to the project and that the overall reenrolment rate reached 82% for the subsequent school year, suggesting a strong level of community fidelity. These findings are discussed in light of literature on strategic educational leadership, school–family partnerships and permanence policies, indicating that long-term flagship projects, when intentionally aligned with institutional goals and led from the top, can become powerful levers for engagement and retention in basic education. The study highlights implications for school leaders who seek to position themselves as strategic CEOs in the educational field.