LEADING WITH HEART The Strategic Priorities for Ridley - September 2021
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LEADING WITH HEART
The Strategic Priorities for Ridley
September 2021
Inspiring Flourishing Lives – Transforming Our Globe
our STRATEGIES
5 our STRATEGIES
7 deepening our PURPOSE
Strategy One – A Learning Community
Strategy Two – Flourishing Lives
Strategy Three – Terar Dum Prosim
11 deepening our POTENTIAL
Strategy Four – Innovation in Boarding
Strategy Five – Global Ridley
14 deepening our CONNECTIONS
Strategy Six – Flourishing Workplace
Strategy Seven – Engage Niagara
Strategy Eight – Strengthening the Ridley Community
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 2
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
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 3
leading with HEART
Back in early 2014, Ridley College finding that sweet spot between where we can excel,
launched a bold new strategic what we can be known for, and what the world needs.
plan; the title, a shortened Our simple answer to this challenging question is revealed
version of our vision statement in our promise. Ridley is uniquely qualified to provide a
was “Inspiring Flourishing Lives modern, liberal education, set in an idyllic communal
– Transforming Our Globe.” The living setting, dedicated to the development of human
Ridley community needed an flourishing in our students and in the communities they
inclusive family conversation will lead. This is the impact the world craves. Flourishing.
about our school’s purpose and future aspirations. A Freedom. Service. Connection.
twelve-month process of stakeholder engagement
The following strategic priorities represent a combination
concluded with the launch of a new vision, mission and
of carefully considered opportunities that will extend
set of aspirational ideas worth pursuing.
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 IT WILL GUIDE OUR to regularly review this strategy and
the time to re-examine and refresh oversee its progress to ensure that
the roadmap. Although our mission, SCHOOL IMPROVEMENT our strategic priorities remain most
vision and motto remain constant, INITIATIVES AND relevant in fulfilling the mission of the
the strategic questions were open College.
for reconsideration: What does it ACCELERATE SEVERAL
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
OPPORTUNITIES THAT capture the challenges and
community? How has our landscape
opportunities that lie ahead:
shifted and how should we respond? LIE BEFORE US.
And finally, the terrifying existential Deepening our Promise
question all organizations should Deepening our Potential
consider every so often: Why does Deepening our Connections
Ridley exist and why would it matter if we didn’t? Our new strategic plan intentionally uses the word
That autumn, key stakeholders engaged in a strategic “deepen” to conflate the legacy of our past with the
design process to establish our core priorities for the exciting potential of our future. It will guide our school
years ahead. Asked to describe the school’s important improvement initiatives and accelerate several bold and
comparative advantages, many involved cited Ridley’s innovative opportunities that lie before us.
strength as a learner-centered global community It is with deep gratitude that I recognize the many
dedicated to human flourishing and the ideals of service. passionate Ridleians who contributed to this inspirational
As a boarding school—a network of relationships created roadmap, who continue to believe in the promise of our
by the College’s people, place and opportunities—living vision and who give both time and treasure in support of
in community remains our most effective means of our potential. Together, we are “leading with heart.”
providing a transformative experience, where students
may grow and gain a greater understanding of themselves Terar Dum Prosim
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
J. Edward Kidd,
the intersection of mission meeting market, and is about
Headmaster
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 4
our STRATEGIES
STRATEGIES
OUR
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 5
our STRATEGIES
STRATEGY 1 Advance Ridley as a dynamic learning community dedicated to
confronting the complexity of the 21st century by fueling a passion
A Learning Community
for learning and prioritizing critical and creative thinking.
STRATEGY 2 Prioritize wellbeing as the primary purpose of education and teach
students the habits of mind, body and spirit as the foundation for a
Flourishing Lives
life well lived.
STRATEGY 3 Engender in Ridleians a commitment to “be consumed in service”
and infuse the Ridley experience with opportunities to serve others.
Terar Dum Prosim
STRATEGY 4 Deepen the culture and ethos of boarding at Ridley and deliver
a transformative experience with a distinct value proposition for
Innovation in Boarding
students.
STRATEGY 5 Expand our global competency and advance Ridley as a Canadian
school of the world, preparing students for the world.
Global Ridley
STRATEGY 6 Cultivate a flourishing workplace to strengthen performance,
innovation and the advancement of Ridley’s mission and vision.
Flourishing Workplace
STRATEGY 7 Secure Ridley as a valued member of the Niagara community,
creating positive impact and pride in our local community.
Engage Niagara
STRATEGY 8 Engage the Ridley network in support of the sustainability and the
advancement of our College across Canada and around the world.
Strengthening the
Ridley Community
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 6
our STRATEGIES
PURPOSE
DEEPENING OUR
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 7deepening our PURPOSE
Purpose (noun)
• The reason for which something
STRATEGY 1 exists or is done, made, used, etc.
• An intended or desired result;
A Learning Community end; aim; goal.
• Determination; resoluteness.
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.
GOAL 1.1 GOAL 1.2 GOAL 1.3 GOAL 1.4
Emphasize a life Deliver learning Promote personalized Implement a student
examined through a experiences that and authentic learning leadership programme
commitment to a liberal develop cultural by placing students at to develop the
education. competency, advance the heart of real-world leadership skills and
the ideals of pluralism, experiences. attributes required to
justice and equity navigate virtuously and
needed to “lead in a ethically in a global
global society”. society.
GOAL 1.5 GOAL 1.6
Deepen our culture Explore creating a Ridley
of extraordinary College “Centre for
care and ensure all Innovation in Teaching
students are known and and Learning”.
advocated for.
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 8deepening 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 Establish Ridley as a Develop a “Flourishing framework into all centre for wellbeing Across Life” model to aspects of the Ridley education dedicated expand the impact of learning experience to the learning, Ridley’s vision beyond and teach the habits of collaboration and our student community. mind, body and spirit research of positive that develop flourishing education and wellbeing lives. science. PERMAV Positive Emotion Engagement Relationships Meaning Accomplishments Vitality Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 9
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 Develop and implement Provide parents, faculty, Strengthen Ridley’s
a service-learning a service-learning staff and alumni with position and brand as
curriculum JK-12. co-curricular program. opportunities to live out a leadership centre in
our motto – ‘may I be service learning and
consumed in service.’. community care.
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 10our STRATEGIES
POTENTIAL
DEEPENING OUR
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 11deepening our POTENTIAL
Potential (noun)
STRATEGY 4 • Latent qualities or abilities that
may be developed and lead to
Innovation in Boarding future success or usefulness
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 Expand marketing and Explore new and Develop an expanded
in residential facility enhance recruitment emerging international and engaging weekend
renovations and aimed at domestic markets to deepen and evening programme
renewals and build boarding enrolment. global diversity within for students.
campus facilities our boarding student
that promote social population.
interaction and a vibrant
campus life.
GOAL 4.5 GOAL 4.6 GOAL 4.7
Review and revise Develop Ridley-owned Provide outstanding
staffing models to accommodations to pastoral care and
ensure a quality expand faculty and parental support to
boarding experience staff contributions to all students and their
that is defined by safety, residential life. families.
nurturing relationships
and strong mentorships.
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 12deepening 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 Invite global innovation Position Ridley College Leverage the IB
connections to deepen and best practices into as a leader in global curriculum to teach
global experiences and our community. education in Ontario. global competence,
learning. understanding and the
values needed to lead in
a global society.
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 13our STRATEGIES
CONNECTIONS
DEEPENING OUR
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 14deepening our CONNECTIONS
Connection (noun)
STRATEGY 6 • A relationship in which a person
or thing is linked or associated
Flourishing Workplace with something else
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, Recruit, develop, and Better employ data Continue to invest
culture and policies that engage employees who to inform school in staff and faculty
are characteristic of a are talented, diverse and improvement, professional learning
flourishing organization. committed to advancing decision making, and and growth.
Ridley’s mission and sustainability.
values.
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 15deepening 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 Expand our community Increase community
Ridley difference and partnerships and interaction with the
the distinctive value connections within the Ridley experience and
proposition of a Ridley Niagara Region to serve seek new opportunities
education to our local as partners in addressing for Ridley participation
market. community issues, and in major Niagara events.
to provide our students
with opportunities
to contribute to their
Niagara region.
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 16deepening 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 Cultivate and motivate Deepen and expand Continue to construct
pride, place and Ridley ambassadors who our culture of life-long a robust pipeline
profound sense of can actively spread the philanthropy at Ridley of future prospects
association with our Ridley brand. College. for volunteerism
students, parents, and community
alumni, partners, and engagement.
prospective Ridleians.
GOAL 8.5 GOAL 8.6
Fortify our financial Strengthen our ability to
stability by building provide broader access
cash reserves and to a Ridley College
maintaining a disciplined education by building
approach to budgeting our endowment in
and cost containment. support of tuition
assistance.
Inspiring Flourishing Lives – Transforming Our Globe STRATEGIC PLAN REFRESH 2021 | 17STRATEGIC 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
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