Ashbury Strategic Plan 2019 – Together Towards 2025/Ensemble Versos 2025

Together Towards 2025 Ensemble Vers 2025

STRATEGIC DIRECTIONS STRATÉGIQUES

January 2020

Janvier 2020

Building on the pillars of the 2014–2019 strategic plan, we are excited to chart new directions for our next half-decade. Blending tradition and innovation, Together Towards 2025—Ensemble Vers 2025 seeks to harness Ashbury’s rich heritage and inspiring teachers within a global educational context. With teaching and learning as our central purpose, a whole-student approach is a cornerstone to the Ashbury experience where partnerships for learning build on our community and stakeholder connections.

En nous fondant sur les piliers du plan stratégique 2014–2019, nous sommes fiers avec vous partager nos nouvelles orientations pour les cinq prochaines années. En combinant la tradition et l’innovation, Together Towards 2025—Ensemble Vers 2025 vise à mettre à profit le riche héritage du collège Ashbury et à inspirer les enseignantes et les enseignants au sein d’un contexte pédagogique global. Puisque notre principal objectif est l’enseignement et l’apprentissage, l’approche visant l’élève à part entière constitue la pierre angulaire de l’expérience du collège Ashbury column au sein de laquelle les partenariats d’apprentissage se fondent sur les liens que nous tissons avec la communauté et nos parties prenantes.

Following an inclusive process, students, faculty and staff, current and past parents, alumni and community members have all given voice to our new direction. The Ashbury of today is a unique blend of day students from across the Ottawa-Gatineau region, diplomatic missions to Canada’s capital and boarding students from around the world. As such, a renewed level of programming positions students within our global and pluralistic framework where each can grow, prepare for university studies and contribute to their communities.

Access to the Ashbury experience is opened through an enhanced financial assistance program making our community even stronger and more inclusive.

Our strategic directions steward and invest in our resources. Above all, the strength of one’s character is a hallmark for each student, giving guidance and direction to proceed into the future with Honesty, Courage and Kindness—Probitas, Virtus, Comitas.

À la suite d’un processus inclusif, les élèves, le corps professoral et le personnel, les parents d’élèves anciens et actuels, les diplômés et les membres de la communauté ont formulé des commentaires sur nos nouvelles orientations. Le collège Ashbury d’aujourd’hui est un mélange unique d’élèves de la région d’Ottawa-Gatineau, d’élèves dont les parents sont en mission diplomatique dans la capitale du Canada et de pensionnaires de partout dans le monde. Ainsi, un curriculum renouvelé permet aux élèves de s’épanouir, de se préparer aux études universitaires et de contribuer à leur communauté au sein de notre cadre global et pluraliste.

L’expérience du collège Ashbury est accessible grâce à un programme d’aide financière amélioré, ce qui rend notre communauté encore plus solide et inclusive. Nos directions stratégiques cultivent nos ressources et y investissent. Plus que tout, la force de caractère constitue un atout pour chaque élève; elle l’aide à avancer vers l’avenir avec honnêteté, courage et bonté—Probitas, Virtus, Comitas.

Norman Southward Head of School—Directeur

ther e g To

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WHOLE STUDENT DEVELOPMENT & WELLNESS

Towards 2 025

3

ACCESS & INCLUSION

1

TEACHING & LEARNING

5

STEWARDSHIP & SUSTAINABILITY

4

STAKEHOLDERS & COMMUNITY

Ens emble Vers 2025 GUIDING STATEMENTS

Our Motto: Probitas, Virtus, Comitas – Honesty, Courage and Kindness Our Mission is to inspire students in a dynamic learning environment as intellectually curious, compassionate and responsible global citizens.

Our Vision is to offer the highest standards in teaching and learning and to prepare students for a life of integrity, enrichment and contribution to a changing world.

Our Values include Academic Excellence, Personal Growth, Character Development, International Engagement and Community.

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Highest Standards In Teaching and Learning STRATEGIC PRIORITIES: Inspire and challenge students with authentic learning experiences and outstanding and supportive teachers in preparation for university studies.

Lead in approaches to TEACHING AND LEARNING (ATL), while blending Ministry, IB and international curricula.

Ensure broad-based and flexible academic programs OPEN DOORS to a variety of university pathways through the ASHBURY DIPLOMA.

Develop a framework for GLOBAL EDUCATION with consideration given to the UN Sustainable Development Goals and Indigenous Education.

Leverage the CENTRE FOR SCIENCE & INNOVATION as a school-wide resource in a variety of subject disciplines.

ADVANCE interdisciplinary and project-based learning opportunities in both Junior and Senior Schools.

Develop FUTURE-READY competencies in students, while emphasizing literacy and numeracy.

Reinforce our BILINGUAL PROGRAMS and consider additional language offerings.

DEVELOP the appropriate place of technology and e-learning in teaching, learning and school life.

Offer SUMMER PROGRAMMING options complementary to the academic program.

4 STRATEGIC DIRECTIONS STRATÉGIQUES

Whole Student Development and Wellness STRATEGIC PRIORITIES: Develop experiences, competencies and skills that promote students’ strength of character and physical and social-emotional wellness in a supportive campus community.

Ensure student support systems and programs promote WELLNESS, RESPECT and RESILIENCE.

Support students in their PERSONAL GROWTH with an ongoing focus on university and career guidance.

Promote SPORT, OUTDOOR PURSUITS and the ARTS through a range co-curricular offerings, including Round Square, IB CAS, and Duke of Edinburgh programs.

Cultivate service-learning opportunities for students LOCALLY, NATIONALLY and GLOBALLY.

Develop a vision for the chapel program as a centre of community and INTER-FAITH UNDERSTANDING.

Leverage advisor, form room and boarding programs for STUDENT GROWTH AND DEVELOPMENT.

TOGETHER TOWARDS 2025—ENSEMBLE VERS 2025 5

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Access and Inclusion In Our Pluralistic Community STRATEGIC PRIORITIES: Extend our commitment to access through financial assistance (FA) and foster an inclusive school community that embraces pluralism.

Foster an INCLUSIVE SCHOOL COMMUNITY that builds on the strengths of our diversity.

Promote the FA PROGRAM and objectives to the community and Ashbury’s stakeholders.

Ensure endowment growth supports the College’s financial assistance goals to SUPPORT STUDENTS on meaningful financial assistance.

Continue to attract students, REGARDLESS OF MEANS, to elevate the Ashbury experience for all.

6 STRATEGIC DIRECTIONS STRATÉGIQUES

Stakeholder and Community Engagement STRATEGIC PRIORITIES: Expand the Ashbury network for students, alumni and the greater community.

Extend our PARTNERSHIPS FOR LEARNING within the National Capital Region and our international networks.

Advance INTERNSHIP AND VOLUNTEER OPPORTUNITIES for students that build on our alumni, parent and partner networks.

Foster a continued spirit of outreach within the COMMUNITY AT LARGE.

Develop the continuum of the ASHBURY EXPERIENCE and enhance alumni engagement programs.

Celebrate our HERITAGE while recognizing alumni accomplishments and contributions to society.

TOGETHER TOWARDS 2025—ENSEMBLE VERS 2025 7

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Resource Stewardship For Long-Term Sustainability STRATEGIC PRIORITIES: Ensure our resources are managed, maintained and developed for the future.

Ensure top talent recruitment, diversity, retention, and performance as central to ALL LEVELS OF HR development and governance.

Regularly REVIEW AND UPDATE Admissions, Development and Communications strategies.

Prioritize the OPTIMAL LEARNING ENVIRONMENT and the preservation of green spaces and heritage areas through a detailed campus master plan.

Manage and mitigate enterprise risks in ALL ASPECTS OF OPERATIONS.

Develop a campus and program-wide ENVIRONMENTAL STEWARDSHIP PLAN.

Maintain HIGH-QUALITY FACILITIES and optimal class sizes.

Extend our FOCUS ON SCHOOL IMPROVEMENT and horizon issues through member organizations and research.

8 STRATEGIC DIRECTIONS STRATÉGIQUES

Ensure CONTINUED FINANCIAL STEWARDSHIP and long-range planning around the school’s not-for-profit operations.

Our Values ACADEMIC EXCELLENCE

INTERNATIONAL ENGAGEMENT

Our enriched academic programs promote critical thinking, creativity and the pursuit of knowledge in preparing students for success in university and in life. Our teachers thrive within a culture of innovation and creativity in teaching and learning excellence and are committed to continuous improvement.

As an IB World School located in the heart of Canada’s bilingual capital city, we see pluralism as an ethic of respect for our diverse community, we foster students who are open-minded to the perspectives, values and traditions of all cultures and who act with international understanding and global responsibility. We share a spirit of outreach locally, nationally and globally and seek partnerships to enhance our learning.

PERSONAL GROWTH Athletics, the arts, outdoor education, spirituality and service to others drive our students to take risks and to strive for excellence. They learn about the importance of commitment and collaboration.

Participation leads to the development of healthy, self-confident, resilient individuals with strong leadership skills and balanced lives.

CHARACTER

COMMUNITY The spirit of Ashbury is characterized by enthusiasm and cooperation and based on strong and productive relationships among students, staff, alumni and parents. Our caring coeducational community offers a safe, structured environment in which students and staff members are encouraged to reach their potential.

We foster an ethical mindset in a community founded on mutual respect. Our students and staff act with integrity and compassion. Ashbury provides an environment that supports constructive debate, allows time for reflection, and encourages community involvement and personal responsibility.

TOGETHER TOWARDS 2025—ENSEMBLE VERS 2025 9

Ashbury Today ESTABLISHED IN 1891

IB WORLD SCHOOL SINCE 1975

09 rs 1 e d ar Bo

Jun ior S

COEDUCATIONAL SINCE 1982

10%

2 l 18 oo ch

OF STUDENTS ON FINANCIAL ASSISTANCE

STUDENT DEMOGRAPHICS ROUND SQUARE IDEALS

60+ NATIONALITIES

INTERNATIONAL UNDERSTANDING Senior School D a y4 20

DEMOCRACY

IB LEARNER PROFILE ENVIRONMENTAL STEWARDSHIP

Knowledgeable

Risk-taker

Caring

ADVENTURE

Reflective Principled Communicators

Inquirers

LEADERSHIP Balanced

Open-minded Thinkers

10 STRATEGIC DIRECTIONS STRATÉGIQUES

SERVICE

UNIVERSITY DESTINATIONS

GRADUATES GO ON TO STUDY ONTARIO

SCIENCE & ENGINEERING

Brock University Carleton University George Brown College Huron College Lakehead University McMaster University Nipissing University OCAD University Queen’s University Royal Military College Ryerson University Sheridan College Trent University University of Guelph University of Ottawa University of Toronto University of Waterloo Western University Wilfrid Laurier University York University

OTHER CANADIAN UNIVERSITIES ARTS & SOCIAL SCIENCES

BUSINESS

Acadia University Bishop’s University Brandon University Concordia University Dalhousie University Emily Carr University of Art + Design McGill University Memorial University Mount Allison University NSCAD University Saint Mary’s University St. Francis Xavier University Simon Fraser University University of Alberta University of British Columbia University of Calgary Université Laval University of Victoria

U.S. UNIVERSITIES

FINE & PERFORMING ARTS

Amherst University Auburn University Augustana University Babson College Berklee College of Music Boston College Boston University Brown University California Institute of the Arts Carnegie Mellon University

Colgate University College of William and Mary Columbia College Cornell University Dartmouth College Duke University Elon University Emerson College Florida A&M University Georgia Institute of Technology Georgetown University Goucher College Harvard University Johns Hopkins University Loyola University Maryland Massachusetts Institute of Technology Middlebury College New York University Northeastern University Northwestern University Norwich University Nova Southeastern University Oberlin Conservatory of Music Parsons School of Design Princeton University Purdue University Rensselaer Polytechnic Institute Rhode Island School of Design Rice University Rollins College Sarah Lawrence College Savannah College of Art and Design Southern Methodist University Southwestern Oklahoma State University Texas A&M University The George Washington University The King’s College of New York Tufts University Union College University of California University of Central Florida University of Chicago University of Georgia University of Maine University of Miami

University of Michigan University of Missouri University of Pennsylvania University of San Diego University of Southern California University of Vermont University of Virginia University of Washington University of Wisconsin-Madison Utah State University Wake Forest University Yale University

UNITED KINGDOM Durham University Goldsmiths Hull York Medical School Imperial College King’s College London School of Economics National University of Ireland Queen Mary University Royal Holloway SOAS University College London University of Bath University of Cambridge University of Edinburgh University of Exeter University of Liverpool University of Manchester University of Oxford University of Reading University of St. Andrews University of Surrey University of the Arts, London University of Warwick

INTERNATIONAL Australia National University Baden-Wuerttemberg Cooperative State University BI Norwegian School of Business Bocooni University Carlos III University of Madrid Centro de Diseño, Universia México CEU San Pablo University

Chinese University of Hong Kong Czech Technical University École hôtelière de Lausanne Eindhoven University of Technology Erasmus University of Rotterdam European Business School Frankfurt School of Finance and Management Geneva Business School Glion Institute of Higher Education IE University of Spain International Business School Lasalle College of the Arts Macquarie University Moscow State University Polimoda Royal College of Surgeons Sciences Po, Reims Campus Sorbonne University of Paris Technical University of Denmark Technologico de Monterrey Trinity College Dublin University of Amsterdam University of Arts Berlin University of Cape Town University College Dublin University College of Utrecht Universidad de los Andes University of Cophenhagen University of Groningen University of Heidelberg University of Hong Kong Universidad Iberoamericana University of Liechtenstein University of Mannheim University of St. Gallen University of Zurich

*last five years

TOGETHER TOWARDS 2025—ENSEMBLE VERS 2025 11

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