2023/24 Update on the Strategic Priorities for Ridley
As we reach the three-year mark in our five-year plan, the dedication to our Strategic Priorities remains unwavering. Through eight carefully crafted strategies, we propel our school initiatives forward, seizing bold and innovative opportunities along the way.
Strategic Plan Duration (2021/26)
8 Strategic Priorities
38 Goals
122 Total action steps completed
105 Action steps in progress
Advance Ridley as a dynamic learning community dedicated to confronting the complexity of the 21st century by fueling a passion for learning and prioritizing critical and creative thinking.
95%
of our graduates were accepted to at least one of their top three schools.1
Completed (33%) In Progress (59%) In the Pipeline (8%)
$3.3M+
scholarship dollars received by the graduating class.1
Highlights from this year’s progress:
We had the privilege of partnering with Dr. Greg Wells as our Global Thought Leader in Residence. Dr. Wells expertly translated scientific research into practical advice, enhancing the health, performance and overall quality of life for our community.
To provide faculty with the best tools for teaching, we continue to equip our classrooms with the latest technology. Recent additions to campus include, the Lü interactive playground, Wacom digital drawing tablets, a versatile digital studio learning space and BenQ interactive displays.
45/45
Ridley’s high score on the IB World Exams.2
100% of graduates feel academically prepared for postsecondary studies.1
This year, we emphasized and supported a hands-on approach to the Personal Project, enhancing Grade 10 students’ experience as they completed this required component of the Middle Years Programme (MYP) curriculum. This new approach enabled students to build and create, instilling a sense of pride and accomplishment while they learned new skills and explored their interests.
Prioritize wellbeing as the primary purpose of education and teach students the habits of mind, body and spirit as the foundation for a life well lived.
3
full-time social-emotional counsellors are available to support students.
Completed (52%)
In Progress (22%)
In the Pipeline (26%)
100+
number of faculty and staff who have graduated with a Positive Education Certificate.
100%
score from four third-party audits conducted on our dining halls measuring whether food is prepared in house without mixtures or processed ingredients.
We used Character Strong, a research-based socialemotional learning curriculum aligned with Ridley values, to offer daily wellbeing activities for Lower School students and to improve Advisory content for Middle School and Upper School, thereby enhancing student wellbeing through meaningful interactions.
This year, Lower School expanded the Saturday Playdates programming to include not only prospective families but also current Ridley families. This inclusive strategy cultivated a sense of community and provided a chance for families to engage and socialize in a fun and relaxed setting.
The Director of Wellbeing position was created in 2019 to ensure consistent support and wellness education across all divisions.
Mrs. Hanna Kidd was appointed to this role with an expanded portfolio to include Belonging, and to lead a team of three social-emotional counsellors.
Terar Dum Prosim
Engender in Ridleians a commitment to “be consumed in service” and infuse the Ridley experience with opportunities to serve others.
Completed (52%)
In Progress (22%)
In the Pipeline (26%)
50+
number of students who participated in an international service-learning trip. 27
number of student-led fundraising initiatives.
Highlights from this year’s progress:
To create more opportunities for Ridleians to make a meaningful impact through inclusive sport, we partnered with Motionball, an organization that raises funds and awareness for the Special Olympics through integrated social and sporting events held on campuses across Canada.
During our service-learning trip to the Jacaranda School for Orphans, we gathered used computers from the Ridley community and transported them to Malawi. By donating these computers, we provided teachers and students access to a wealth of new resources and learning tools.
10,650+
number of Upper School student volunteer hours.
$14,900+
amount of money raised by students for local charities.
Our teachers brought service learning into the classroom, by expanding and improving the Interdisciplinary Unit for Grade 10 students, fostering students’ understanding of community needs and their role in effecting positive change.
Deepen the culture and ethos of boarding at Ridley and deliver a transformative experience with a distinct value proposition for students.
375+
number of boarding students.
Completed (52%)
In Progress (22%)
In the Pipeline (26%)
21
number of countries
Admissions travelled to in 2023/24.
Highlights from this year’s progress:
We hosted the second annual Community of Boarding School Staff (COBSS) Conference in April at Shawnigan Lake. Ridley boarding staff founded this conference, and this year it attracted over 35 participants from across Canada.
The boarding team launched a brand-new webpage to showcase and promote our expanded weekend activities and trip options. We also improved the registration experience by using Orah, a platform already familiar to current families.
66%
of Upper School students are boarders.
33
number of boarding staff at Ridley.
The Admissions team explored new international markets, identified promising regions and developed new engagement strategies. These efforts aimed to meet the needs of prospective families and enhance the diversity of the student population living in our boarding houses.
STRATEGY 5 Global Ridley
Deepen our global competency and advance Ridley as a Canadian school of the world, preparing students for the world. 80%
of Ridleians agree or strongly agree that Ridley has a strong global education programme.3
countries worldwide where Ridley graduates are currently studying.4
Completed (15%)
In Progress (44%)
In the Pipeline (41%)
number of countries represented within the 2024/25 student body.
Highlights from this year’s
In January, we hosted an international food festival, showcasing dishes from over 20 countries. Families prepared homemade dumplings, while others presented decadent desserts crafted from family recipes passed down through the generations. The event was a testament to the love and diversity of our community.
To enhance our co-curricular offerings, the Model United Nations club embarked on an educational trip to Washington, D.C., where they actively participated in the North American Invitational Model United Nations (NAIMUN). This esteemed event is recognized as one of the oldest and most prestigious high school UN simulations in the world.
We have submitted our application to become a Round Square School. Round Square is an international network of 250+ like-minded schools who collaborate to offer programmes and experiences for students to develop global competence, character and confidence.
Cultivate a flourishing workplace to strengthen performance, innovation and the realization of Ridley’s mission and vision.
Completed (59%) In Progress (12%) In the Pipeline (29%)
The following scores are from the ISM Employee Satisfaction survey, which rates scores on a 5-point scale.
4.4
score for demonstrating a strong school culture by aligning with and enthusiastically supporting the mission and vision in their daily work.
4.2
score for employees connecting with the statement, “I am engaged and satisfied with my job.”
Highlights from this year’s progress:
As a learning community, we invested in the professional development of our employees. This included launching a new Innovation Fellowship aimed at advancing teaching and learning. Our commitment ensured that all students were guided and mentored by highly motivated and skilled educators.
Throughout the year, we enriched Ridley’s Wellbeing Programme. Our efforts supported employee flourishing and fostered a sense of belonging through athletics, arts, crafts and service-based activities.
4.6
score for dedication and motivation to improve the school.
4.3
score for employees connecting with the statement, “my work gives me a feeling of personal accomplishment.”
By incorporating AI automation into our daily employee workflows, we streamlined processes by reducing repetitive administrative tasks, making operations more efficient. This strategic integration enabled us to concentrate on our core mission to prepare meaningful and flourishing lives.
Secure Ridley as a valued member of the Niagara community, creating a positive impact and pride in our local community.
Completed (37%)
In Progress (27%)
In the Pipeline (36%)
number of community events in the Niagara Region that Ridley participated in.
12 number of active community partnerships.
number of business leaders who attended the Chamber Connects event on campus.
This year, we hosted the Canadian Senior Men’s Basketball team, positioning ourselves as a thought leader in sport development. This event drew increased attention to our student athletes and provided our Prep Basketball team with an on-court development session alongside Canada Basketball and Toronto Raptors Assistant Coach, Jon Goodwillie.
By partnering with the Foster Festival, the Mandeville Theatre was home to two professional theatre company productions in 2023 and three in 2024. These events brought production and theatre-related jobs, as well as internships to the Niagara arts community and exposed Ridley students to a variety of future career paths that exist in the theatre. The festival also attracted and introduced thousands of guests from the Greater Toronto Area and Western New York to our beautiful campus.
Lower School supported local public schools in St. Catharines by partnering with Edith Cavell, a JK–Grade 8 school, and hosting the Page Turners Club. As part of the club, Ridley students visited the school to read to younger students and donated over 500 books to their classrooms and school library.
Completed (46%) In Progress (23%) In the Pipeline (31%)
STRATEGY 8
Engage the Ridley network in support of the sustainability and the advancement of our College across Canada and around the world. ARROW-UP 81%
increase in the total amount of annual fund dollars raised. ARROW-UP 28%
increase in the number of unique donors.
$3M
Ridley awards $3M annually in scholarships and bursaries, thanks to our donors.
Highlights from this year’s progress:
In June, we hosted the inaugural GOLD event. We invited alumni from the past decade back to campus for a celebration that featured music and refreshments. More than 150 young alumni joined us, eagerly seizing the opportunity to reconnect with old classmates and engage with the vibrant Ridley community.
This year, we welcomed Miss. Jade Biggar ’14 (second from left) as Development Officer. This new role aims to enhance class engagement and fundraising, boost young alumni philanthropy and raise awareness of our GOLD Challenge. As a young alumna of Ridley herself, Jade is uniquely positioned to help us strengthen ties with our newest graduates.
In the previous academic year, the Ridley College Alumni strategy underwent a significant transformation with the establishment of the GOLD Committee and Tiger Editorial Committee, alongside an improved class agent programme. As we approach the new school year, our focus will shift to the Global Ambassadors and Annual Fund Cabinet. These key groups will foster community engagement that resonates with our members’ diverse needs and perspectives.