Remarkably Ridley: Future Ready. Fully Human. Strategic Priorities 2026–2032
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TABLE OF CONTENTS Introduction................................................................................................................5 Pillar 1: Reimagining Learning for Human Flourishing...................................7 Pillar 2: Human Flourishing Through Experience and Community............8 Pillar 3: Deepening Ridley’s Promise...................................................................11 Strategic Planning Committee..............................................................................12 Summary.....................................................................................................................14
STRATEGIC PLAN 2026–2032
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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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From the Headmaster There is a special energy that fills Ridley when our community comes together to imagine what comes next. Over the past year, I have felt that energy in conversations with students, parents, alumni, faculty, staff and friends of the College. Together, we reflected on the opportunities and challenges shaping our world and considered how Ridley can continue to prepare young people not only to succeed, but to live lives of meaning, purpose and service. The result is our new strategic plan, Remarkably Ridley: Future Ready. Fully Human. This plan emerges at a moment of profound change. Artificial intelligence, technological innovation and global interconnectedness are transforming how we live, work and learn. As educators, we must prepare students for a future that will look very different from the world we inherited. Yet while the world is changing, Ridley’s purpose remains constant. For generations, Ridley has sought to inspire flourishing lives. Over the past decade, we have deepened that commitment through innovative learning, character development, wellbeing, service and global citizenship. This strategic plan is not a departure from that work. It is the next chapter. Our response is reflected in three interconnected pillars, each shaped by an essential question. How will students learn in a rapidly changing world? Who will they become through their experiences and relationships at Ridley? And how will we sustain and extend Ridley’s promise for generations to come? Underlying each of these questions is a larger one: What does it mean to educate young people in an age of artificial intelligence while remaining deeply committed to human flourishing? One message surfaced repeatedly throughout our planning process: in an age increasingly re-defined by artificial intelligence, the qualities that make us deeply and fully human matter more than ever. Ridley is uniquely positioned to cultivate and elevate those capacities that technology cannot replace: creativity, curiosity, critical thinking, empathy, discernment and purpose, helping young people flourish and contribute meaningfully in a rapidly changing world. I am deeply grateful to every member of our community who contributed their insights, questions and aspirations throughout this process. Your voices have helped shape a plan that honours Ridley’s heritage while embracing the opportunities that lie ahead. As we begin this next chapter together, I am filled with optimism for what is possible. We are not abandoning who we are. We are becoming more fully who we aspire to be. Future Ready. Fully Human. Terar Dum Prosim, J. Edward Kidd Headmaster STRATEGIC PLAN 2026–2032
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“ AI has accelerated a reality that education has been slow to confront: information no longer differentiates people. Agency does.” WORLD ECONOMIC FORUM Education and Skills Initiative
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PILLAR 1
Reimagining Learning for Human Flourishing Ridley will reimagine what students learn and how they learn in response to the profound opportunities and challenges presented by technology and a rapidly changing world. Building upon our longstanding commitment to inspiring flourishing lives, we will critically examine the purpose, design and delivery of a Ridley education.
Strategic Priorities: • Define and embed the portrait of a Ridley learner as the guiding framework for teaching, learning, assessment and the design of a student experience dedicated to flourishing and human development. • Reimagine curriculum, pedagogy, and learning to ensure a Ridley education remains humancentred, relevant and responsive to a rapidly changing world. • Redefine assessment for meaningful learning through authentic demonstrations of understanding and achievement that prioritize inquiry, reflection, productive struggle and growth.
• Lead the responsible integration of artificial intelligence and emerging educational technologies into the Ridley learning experience by establishing clear expectations to assist students and teachers in using technology as a cognitive partner while exercising wisdom, ethical responsibility and discernment. • Empower educators as designers of learning by investing in the professional learning and leadership required for human-centred teaching in an AI-enabled world. • Strengthen applied and experiential learning by connecting curriculum to authentic challenges, real-world contexts and meaningful inquiry.
STRATEGIC PLAN 2026–2032
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PILLAR 2
Human Flourishing Through Experience and Community Ridley will elevate the lived student experience by strengthening the relationships, experiences and traditions that distinguish our community. Through boarding life, athletics, the arts, leadership, service, local and global engagement, we will create the conditions for students to flourish and discover purpose, belonging and meaning. Building on the unique strengths of a boarding and day school community, we will cultivate experiences that deepen human connection, foster character development and prepare students to contribute positively to the world around them.
Strategic Priorities: • Enhance Ridley’s boarding tradition as a transformative developmental experience by positioning boarding life as a living laboratory for meaningful relationships, personal responsibility, intercultural understanding, leadership and human flourishing. • Cultivate a culture of shared responsibility by positioning care, contribution and community as shared expectations of every Ridley student. • Elevate the distinctly human experiences that become even more essential in an increasingly digital and AI-enabled world, including physical, creative, relational and nature-based experiences.
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•C reate a continuum of signature Ridley experiences that deepen engagement in leadership, service, cultural learning and global citizenship as a defining expression of the school’s mission and vision. • Strengthen local and global engagement by strengthening community partnerships and expanding opportunities for cultural exchange and service.
“ Our moral responsibility to one another cannot be replaced, which is why the ability to build and sustain trust will be more critical than ever.” ZACH MERCURIO Researcher, author and thought leader on meaningful work, purpose and human connection
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“ I think our biggest lever is really investing in the human systems.” SAL KHAN Founder and CEO, Khan Academy
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PILLAR 3
Deepening Ridley’s Promise Ridley will strengthen the foundations that enable future generations of students to thrive by investing in exceptional people, distinctive programmes, a vibrant campus and long-term financial sustainability. Through thoughtful stewardship, strategic innovation and responsible growth, we will ensure that the promise of a Ridley education remains relevant, accessible and transformative for generations to come.
Strategic Priorities: • Strengthen Ridley’s position as Canada’s leading boarding school by investing in place, personnel and programme, and clearly articulating the distinctive value and impact of a Ridley boarding school education, ensuring boarding remains a defining source of differentiation, enrolment strength and institutional impact. • Accelerate Ridley’s leadership and commitment to education for human flourishing through research, partnerships and innovative programmes. • Develop distinctive programmes and pathways that respond to evolving student needs and expand opportunities for learning, including specialized programmes and a reimagined postgraduate experience that extends Ridley’s reach, relevance and impact. • Invest in exceptional people by attracting, developing and retaining outstanding faculty, staff, coaches and leaders who bring Ridley’s mission, values and culture to life and inspire excellence in every aspect of the student experience.
• Grow Ridley’s endowment and deepen philanthropic engagement by building on the school’s strong culture of generosity and stewardship to expand access, advance strategic priorities and sustain the promise of a Ridley education for future generations. • Foster institutional entrepreneurship and revenue innovation by creating the leadership capacity, culture, partnerships and resources required to pursue entrepreneurial opportunities, develop new mission-aligned ventures, diversify revenue streams and strengthen Ridley’s longterm sustainability. • Advance environmental sustainability and responsible stewardship through campus planning, infrastructure investments and operational practices that reflect our commitment to future generations and position Ridley as a leader in sustainable school communities.
STRATEGIC PLAN 2026–2032
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STRATEGIC PLAN STEERING COMMITTEE MEMBERS Ed Kidd Headmaster Suzanne Court ’86 Chair of the Board Bruno Petitti Executive Director, Strategy and Innovation, Chair, Strategic Plan Steering Committee
David Carter ’88 Chief Financial and Operating Officer Lisa Dumont Lower School Head Riyaz Kanji ‘82 Governor Hanna Kidd Director of Wellbeing and Belonging
Paul Kundrat ‘92 Governor Andrew Lind ‘88 Governor Dr. Camilla Mugan Faculty and IB Diploma Programme Coordinator Tricia Poulin Faculty Sam Ridesic Managing Partner at BCG
Dr. Lesley Rigg Governor and President of Brock University Lindsay Thierry Executive Director of Advancement Jay Tredway ‘96 Assistant Head: Co-Curriculars and Community Connections
Dr. Barry Wright Dean, Goodman School of Business, Brock University Taylor York-Ireland Faculty
BOARD OF GOVERNORS Suzanne Court ’86, Chair Rob Black ‘99 Christopher Cooke ‘88 Sarah Eyton ’86
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Riyaz Kanji ‘82 Amber Kanwar ‘04 C. Michael Kray ’88 Paul Kundrat ‘92
Andrew Lind ‘88 Alison Loat ’94 Don McMurtry ’82
Andrew Mitchell ’98 G. Scott Paterson ’82 Dr. Lesley Rigg
Dr. Narongsak (Tek) Thongpapanl Ruth Todd
GLOBAL CAFÉ PRESENTERS Dr. Susan Baldridge President of TABS Dr. Barry Craig President of Huron University Mr. Jared Colley Chief Innovation Officer, Mount Vernon School
Mr. Eric Hudson Facilitator and strategic advisor specializing in learner-centred assessment and human-centred leadership Dr. Anand Mahadevan Executive Director of CAIS
Dr. Gerard J. Puccio Chair and Leader — Centre for Applied Imagination at Buffalo State University Dr. Tayyab Rashid Psychologist, President– Elect at the IPPA and faculty at the Harvard Human Flourishing Program
Mr. Ken Steele Higher education futurist, brand strategist and innovation catalyst Mr. Ian Symmonds Founder and President, Ian Symmonds & Associates
STRATEGIC PLAN WORK GROUPS Protect the Integrity of Learning in an AI-Driven World
Lead in Human-Centered Education
Design New Pathways for a More Sustainable Ridley
Activate Ridley’s Global Purpose Through Experience and Responsibility
Reimagine Boarding Life as a Formal Curriculum
Lisa Dumont Dr. Justin Baird David Bowen Saralyn Covent Marcie Lewis Rob Lockey Tricia Poulin Dr. Barry Wright
Jay Tredway ’96 Dr. Derrick des Vignes Gillian Fournier Laura Garrison-Brook Ed Kidd Dr. Camila Mugan Jay Randall Taylor York-Ireland
David Carter ’88 Jenna Cameron Brendan Kenny Kory Lippert Bruno Petitti Victor Raso Sam Ridesic Dr. Narongsak (Tek) Thongpapanl
Hanna Kidd Cassandra Baker Dr. Tracy Crowe Morey Rhiannon Davies ’01 Gemma Dean Riyaz Kanji Kate Shaw James Steward
Lindsay Thierry Andrew Lind Andrew McNiven Kristy Onclin Paul O’Rourke Jess Roud Rachael Scott Teresa Stevens
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Summary Over the next five years, Remarkably Ridley: Future Ready. Fully Human. will guide us as we reimagine learning, deepen the experiences and relationships that help young people flourish and strengthen Ridley’s promise for generations to come. It is a bold plan, grounded in the enduring values that have shaped our school and responsive to the profound changes transforming our world. At its heart is a commitment to our students. We will prepare them not only with the knowledge and skills to navigate an increasingly complex and technology-enabled future, but also with the character, creativity, wisdom and sense of purpose to shape it. We will invest in exceptional people, meaningful learning, human connection and a vibrant, sustainable community where every student can discover who they are and how they can contribute.
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“We are not abandoning who we are. We are becoming more fully who we aspire to be.” J. EDWARD KIDD Headmaster
Bringing this plan to life will require the shared energy, imagination and commitment of the entire Ridley community. Together, we will build on more than a century of educational excellence while embracing new possibilities with courage and intention. We are excited by what lies ahead and steadfast in our belief that the future requires both innovation and humanity. This is the next chapter of Ridley’s story: a commitment to inspiring flourishing lives, cultivating a caring and connected community and preparing young people not only to succeed, but to serve.
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This plan is the result of a remarkable community effort. We are deeply grateful to Ian Symmonds and Jules Syfacunda of Ian Symmonds and Associates, our Global Café presenters and the many faculty, staff, students, alumni, parents and community members who contributed their time, perspectives and aspirations for Ridley. Thank you for helping shape the path ahead.
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