LEADING WITH HEART The Strategic Priorities for Ridley
September 2021
Inspiring Flourishing Lives – Transforming Our Globe
our STRATEGIES
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our STRATEGIES
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deepening our PURPOSE Strategy One – A Learning Community Strategy Two – Flourishing Lives Strategy Three – Terar Dum Prosim
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deepening our POTENTIAL Strategy Four – Innovation in Boarding Strategy Five – Global Ridley
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deepening our CONNECTIONS Strategy Six – Flourishing Workplace Strategy Seven – Engage Niagara Strategy Eight – Strengthening the Ridley Community
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MISSION We prepare meaningful and flourishing lives by teaching the habits of mind, body and spirit, and the values needed to lead in a global society.
VISION We inspire flourishing lives to transform our globe.
MOTTO Terar Dum Prosim May I be consumed in service
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leading with HEART Back in early 2014, Ridley College launched a bold new strategic plan; the title, a shortened version of our vision statement was “Inspiring Flourishing Lives – Transforming Our Globe.” The Ridley community needed an inclusive family conversation about our school’s purpose and future aspirations. A twelve-month process of stakeholder engagement concluded with the launch of a new vision, mission and set of aspirational ideas worth pursuing.
finding that sweet spot between where we can excel, what we can be known for, and what the world needs. Our simple answer to this challenging question is revealed in our promise. Ridley is uniquely qualified to provide a modern, liberal education, set in an idyllic communal living setting, dedicated to the development of human flourishing in our students and in the communities they will lead. This is the impact the world craves. Flourishing. Freedom. Service. Connection.
Ridley exist and why would it matter if we didn’t?
Our new strategic plan intentionally uses the word “deepen” to conflate the legacy of our past with the exciting potential of our future. It will guide our school improvement initiatives and accelerate several bold and innovative opportunities that lie before us.
The following strategic priorities represent a combination of carefully considered opportunities that will extend Ridley’s legacy and help us build from strength to By 2019, the plan was in its fifth year and ready for the strength. This is intended as a living document that will scrutiny of another community conversation. Alongside guide our choices on the road ahead; we fully expect the the insights and recommendations garnered from details of the plan will continue to evolve and develop our most recent International as ideas are prototyped and new Baccalaureate and Canadian opportunities emerge. The Board of Accredited Independent Schools and Governors has made a commitment self-review process in 2018, now was to regularly review this strategy and IT WILL GUIDE OUR the time to re-examine and refresh oversee its progress to ensure that SCHOOL IMPROVEMENT the roadmap. Although our mission, our strategic priorities remain most vision and motto remain constant, relevant in fulfilling the mission of the INITIATIVES AND the strategic questions were open College. ACCELERATE SEVERAL for reconsideration: What does it Our plan is structured around three mean to flourish? How can we inspire BOLD AND INNOVATIVE defining themes which together flourishing in our students and in our capture the challenges and OPPORTUNITIES THAT community? How has our landscape opportunities that lie ahead: shifted and how should we respond? LIE BEFORE US. Deepening our Promise And finally, the terrifying existential Deepening our Potential question all organizations should Deepening our Connections consider every so often: Why does That autumn, key stakeholders engaged in a strategic design process to establish our core priorities for the years ahead. Asked to describe the school’s important comparative advantages, many involved cited Ridley’s strength as a learner-centered global community dedicated to human flourishing and the ideals of service. As a boarding school—a network of relationships created by the College’s people, place and opportunities—living in community remains our most effective means of providing a transformative experience, where students may grow and gain a greater understanding of themselves and their responsibilities to others. Where to play? was the second point of consideration for our strategic thinkers—it’s the question that sits at the intersection of mission meeting market, and is about Inspiring Flourishing Lives – Transforming Our Globe
It is with deep gratitude that I recognize the many passionate Ridleians who contributed to this inspirational roadmap, who continue to believe in the promise of our vision and who give both time and treasure in support of our potential. Together, we are “leading with heart.” Terar Dum Prosim
J. Edward Kidd, Headmaster STRATEGIC PLAN REFRESH 2021
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OUR
STRATEGIES
our STRATEGIES
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our STRATEGIES
STRATEGY 1
A Learning Community
STRATEGY 2
Flourishing Lives
STRATEGY 3
Terar Dum Prosim
STRATEGY 4
Innovation in Boarding
STRATEGY 5
Global Ridley
STRATEGY 6
Flourishing Workplace
STRATEGY 7
Engage Niagara
STRATEGY 8
Strengthening the Ridley Community
Inspiring Flourishing Lives – Transforming Our Globe
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.
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.
Engender in Ridleians a commitment to “be consumed in service” and infuse the Ridley experience with opportunities to serve others.
Deepen the culture and ethos of boarding at Ridley and deliver a transformative experience with a distinct value proposition for students.
Expand our global competency and advance Ridley as a Canadian school of the world, preparing students for the world.
Cultivate a flourishing workplace to strengthen performance, innovation and the advancement of Ridley’s mission and vision.
Secure Ridley as a valued member of the Niagara community, creating positive impact and pride in our local community.
Engage the Ridley network in support of the sustainability and the advancement of our College across Canada and around the world.
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DEEPENING OUR
PURPOSE
our STRATEGIES
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deepening our PURPOSE
Purpose (noun)
STRATEGY 1
• The reason for which something exists or is done, made, used, etc.
A Learning Community
• An intended or desired result; end; aim; goal.
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.
• Determination; resoluteness.
GOAL 1.1
GOAL 1.2
GOAL 1.3
GOAL 1.4
Emphasize a life examined through a commitment to a liberal education.
Deliver learning experiences that develop cultural competency, advance the ideals of pluralism, justice and equity needed to “lead in a global society”.
Promote personalized and authentic learning by placing students at the heart of real-world experiences.
Implement a student leadership programme to develop the leadership skills and attributes required to navigate virtuously and ethically in a global society.
GOAL 1.5
GOAL 1.6
Deepen our culture of extraordinary care and ensure all students are known and advocated for.
Explore creating a Ridley College “Centre for Innovation in Teaching and Learning”.
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deepening our PURPOSE
STRATEGY 2
Flourishing Lives 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.
GOAL 2.1
GOAL 2.2
GOAL 2.3
Incorporate the PERMAV framework into all aspects of the Ridley learning experience and teach the habits of mind, body and spirit that develop flourishing lives.
Establish Ridley as a centre for wellbeing education dedicated to the learning, collaboration and research of positive education and wellbeing science.
Develop a “Flourishing Across Life” model to expand the impact of Ridley’s vision beyond our student community.
PERMAV Positive Emotion
Engagement
Inspiring Flourishing Lives – Transforming Our Globe
Relationships
Meaning
Accomplishments
Vitality
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deepening our PURPOSE
STRATEGY 3
Terar Dum Prosim Engender in Ridleians a commitment to “be consumed in service” and infuse the Ridley experience with opportunities to serve others.
GOAL 3.1
GOAL 3.2
GOAL 3.3
GOAL 3.4
Develop and implement a service-learning curriculum JK-12.
Develop and implement a service-learning co-curricular program.
Provide parents, faculty, staff and alumni with opportunities to live out our motto – ‘may I be consumed in service.’.
Strengthen Ridley’s position and brand as a leadership centre in service learning and community care.
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DEEPENING OUR
POTENTIAL
our STRATEGIES
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deepening our POTENTIAL
Potential (noun)
STRATEGY 4
• Latent qualities or abilities that may be developed and lead to future success or usefulness
Innovation in Boarding Deepen the culture and ethos of boarding at Ridley and deliver a transformative experience with a distinct value proposition for students.
GOAL 4.1
GOAL 4.2
GOAL 4.3
GOAL 4.4
Continue to invest in residential facility renovations and renewals and build campus facilities that promote social interaction and a vibrant campus life.
Expand marketing and enhance recruitment aimed at domestic boarding enrolment.
Explore new and emerging international markets to deepen global diversity within our boarding student population.
Develop an expanded and engaging weekend and evening programme for students.
GOAL 4.5
GOAL 4.6
GOAL 4.7
Review and revise staffing models to ensure a quality boarding experience that is defined by safety, nurturing relationships and strong mentorships.
Develop Ridley-owned accommodations to expand faculty and staff contributions to residential life.
Provide outstanding pastoral care and parental support to all students and their families.
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deepening our POTENTIAL
STRATEGY 5
Global Ridley Deepen our global competency and advance Ridley as a Canadian school of the world, preparing students for the world.
GOAL 5.1
GOAL 5.2
GOAL 5.3
GOAL 5.4
Seek partnerships and connections to deepen global experiences and learning.
Invite global innovation and best practices into our community.
Position Ridley College as a leader in global education in Ontario.
Leverage the IB curriculum to teach global competence, understanding and the values needed to lead in a global society.
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DEEPENING OUR
CONNECTIONS
our STRATEGIES
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deepening our CONNECTIONS
Connection (noun)
STRATEGY 6
• A relationship in which a person or thing is linked or associated with something else
Flourishing Workplace Cultivate a flourishing workplace to strengthen performance, innovation and the realization of Ridley’s mission and vision.
GOAL 6.1
GOAL 6.2
GOAL 6.3
GOAL 6.4
Develop the systems, culture and policies that are characteristic of a flourishing organization.
Recruit, develop, and engage employees who are talented, diverse and committed to advancing Ridley’s mission and values.
Better employ data to inform school improvement, decision making, and sustainability.
Continue to invest in staff and faculty professional learning and growth.
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deepening our CONNECTIONS
STRATEGY 7
Engage Niagara Secure Ridley as a valued member of the Niagara community, creating positive impact and pride in our local community.
GOAL 7.1
GOAL 7.2
GOAL 7.3
Communicate the Ridley difference and the distinctive value proposition of a Ridley education to our local market.
Expand our community partnerships and connections within the Niagara Region to serve as partners in addressing community issues, and to provide our students with opportunities to contribute to their Niagara region.
Increase community interaction with the Ridley experience and seek new opportunities for Ridley participation in major Niagara events.
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deepening our CONNECTIONS
STRATEGY 8
Strengthening the Ridley Community Engage the Ridley network in support of the sustainability and the advancement of our College across Canada and around the world.
GOAL 8.1
GOAL 8.2
GOAL 8.3
GOAL 8.4
Amplify community pride, place and profound sense of association with our students, parents, alumni, partners, and prospective Ridleians.
Cultivate and motivate Ridley ambassadors who can actively spread the Ridley brand.
Deepen and expand our culture of life-long philanthropy at Ridley College.
Continue to construct a robust pipeline of future prospects for volunteerism and community engagement.
GOAL 8.5
GOAL 8.6
Fortify our financial stability by building cash reserves and maintaining a disciplined approach to budgeting and cost containment.
Strengthen our ability to provide broader access to a Ridley College education by building our endowment in support of tuition assistance.
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STRATEGIC PLAN REFRESH COMMITTEE Michael Bett
Andrew McNiven
Michele Bett
Maria Menechella (Alumni Parent)
Sarah Braun
Andrew Mitchell ‘98
Dave Carter ‘88
Andrea Nauf
Lisa Dumont
Jim Parke
Sue Easton
Dan Patterson
Joseph Ferrante (Current Parent)
Lance Postma
Jo Hanna (Current Parent)
Jessica Roud
Ed Kidd
James Steward
Marcie Lewis ‘03
Jay Tredway ‘96
Alison Loat ‘94
Ruth Todd (Alumni Parent)
P.O. Box 3013 - 2 Ridley Road, St.Catharines, Ontario, Canada L2R 7C3 | 905-684-1889
ridleycollege.com Inspiring Flourishing Lives – Transforming Our Globe
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