Annual Report 2017/2018 | 110
UWCSEA Dover is registered by the Committee for Private Education (CPE), part of SkillsFuture Singapore (SSG)
CPE Registration No. 197000825H | CPE Registration Period 18 July 2017–17 July 2023 | Charity Registration No. 00142
UWCSEA East is registered by the Committee for Private Education (CPE), part of SkillsFuture Singapore (SSG)
CPE Registration No. 200801795N | CPE Registration Period 10 March 2017–9 March 2023 | Charity Registration No. 002104
Printed on recycled paper with environmentally friendly inks | MCI (P) 049/03/2018 | 066COM-1819
UWCSEA Dover 1207 Dover Road Singapore 139654
UWCSEA East 1 Tampines Street 73 Singapore 528704
www.uwcsea.edu.sg
Annual Report 2017/2018 | 1
CONTENTS
Message from Anna Lord, Chair of Board of Governors ......................................................................................................2
Introduction from Chris Edwards, Head of College ..............................................................................................................3
UWCSEA guiding statements and governance .................................................................................................................... 4
UWCSEA learning programme ...........................................................................................................................................6
Governance and leadership...............................................................................................................................................10
UWCSEA governance..........................................................................................................................................................14
Strategic Plan 2018–2023.......................................................................................................................................................18
Student achievement............................................................................................................................................................... 24
Academics............................................................................................................................................................................28
Activities................................................................................................................................................................................41
Outdoor education.............................................................................................................................................................46
Personal and social education .........................................................................................................................................49
Service................................................................................................................................................................................... 52
Our community........................................................................................................................................................................56
Scholars..................................................................................................................................................................................61
Community feedback.........................................................................................................................................................63
Business report..........................................................................................................................................................................68
Human Resources............................................................................................................................................................... 70
Admissions........................................................................................................................................................................... 73
Finance.................................................................................................................................................................................. 76
Statement of financial position .......................................................................................................................................77
Statement of profit and loss and other comprehensive income .............................................................................. 78
College Advancement..............................................................................................................................................................80
Foundation...........................................................................................................................................................................82
Statement of financial position ......................................................................................................................................84
Statement of profit or loss and other comprehensive income .................................................................................85
Foundation financial report..............................................................................................................................................86
Alumni relations..................................................................................................................................................................88
Donors 2017/2018..............................................................................................................................................................90
2 | Annual Report 2017/2018
MESSAGE FROM ANNA LORD
CHAIR OF BOARD OF GOVERNORS
Each year the UWCSEA annual
report tells a story of success
and achievement, and this one
is no different. I am delighted
to introduce another set of
information and statistics
about the College learning
programme and operations
for the 2017/2018 year, which
serve to provide a transparent account of our community’s work.
The primary role of the Board of Governors is to ensure the long-term
sustainability of the College, both reputationally and financially. We provide the
strategic oversight that ensures the school is well-run, giving a quality experience
to students, while at the same time we continually scan the horizon to prepare
for the future. The 2017/2018 year was one where we had our eye firmly fixed on
the future, and the main expression of this was the development of the UWCSEA
five-year strategy.
The process of developing the strategy included consultations with stakeholder
groups from across the community. With the UWCSEA mission as our compass,
Board and management considered the external opportunities and threats that
Singapore and the wider world of education present, as well as the internal
resources and capabilities that we must harness to respond to various potential
realities as they unfold. We generated much discussion as we tested our
assumptions, sought relevant data and synthesised perspectives.
The outcome was the UWCSEA Strategy 2018-2023, which was approved by
the Board of Governors in March 2018. But while the focus of the plan may be
on the next five years, it was built with the more long-term picture very much
at the forefront. In particular, we were focused on the financial sustainability of
the College and our ability to deliver a high quality, mission-driven education to
young people well into the future. I am confident that if we fulfill the promise
of our five-year strategy, we will be well-placed to bring the College to the next
stage of our development in the long-term.
Another major preoccupation during the year was compliance. Nowhere was
this made more apparent than in our Service programme, where changes to
Singapore regulations on fundraising led to a re-examination of our practice. We
are immensely proud of the pro-active and positive approach staff had to the
project: they took the opportunity to review and revise our internal processes
around fundraising at the College, while protecting the integrity of student
learning through the service programme, which is fundamental to who we are.
At the same time, they built a deeper understanding of our programme among
regulators, and took every chance to emphasise the strength of our Local Service
programme, which has a long history in Singapore and contributes so broadly to
our host country.
But if there was a theme to the 2017/2018 year, it was one of external outreach
and partnerships. As an example, in January 2018 the College entered into
an agreement with Sky School, which aims to provide education for young
refugees and displaced people whose education has been disrupted. UWCSEA
educators collaborated with people from across the world and are well on their
way to articulating a curriculum that is relevant to the circumstances of people
who have had to put their education on hold after they were forcibly displaced
as a result of conflict and persecution in their home countries. By harnessing
technology, the opportunities for impact are extremely exciting. We also began
work on the Impact Study, conducted in partnership with researchers at Harvard
Graduate School of Education Project Zero, to examine whether or not the UWC
movement has a positive impact on the lives of our students and alumni and on
society as a whole. Both these partnerships are fully aligned to our mission and
we look forward to building more local and international partnerships that will
help us to extend our reach.
And finally, this is the last Annual Report where my message as Chair will be
accompanied by another fine piece of prose on the opposite page from Chris
Edwards, our Head of College. At the end of last year, Chris announced that he
will be leaving us after five years in his role. Annual reports are not the place to
pay tribute to departing leaders, but it seems appropriate to acknowledge that
while Chris was our Head, the College moved closer to the heart of the UWC
movement, examined our commitment to our mission and prepared the way for
a sustainable future for UWCSEA in Singapore. Thank you, Chris.
Anna Lord
Annual Report 2017/2018 | 3
INTRODUCTION FROM CHRIS EDWARDS
HEAD OF COLLEGE
China is the first superpower
to come back. While some
city-states and countries were
more or less at the top of the
game for centuries (Rome) or
even millennia (Egypt), they
all eventually conceded the
crown to others, and none has
ever returned to reclaim the
prize. Until now. China’s awareness of self famously stretches back millennia but so
does its sense of destiny. “Opportunities multiply as they are seized” said Sun Tzu,
General and author of The Art of War, and now an extraordinary national patience
and stoicism is wedded, paradoxically, to a breathtaking yet pragmatic innovative
paradigm that has become, in scale at any rate, the greatest show on earth.
My drawing a parallel between what is easily the largest and fastest social and
economic change in human history and a school’s Annual Report may seem
final confirmation that Heads are peripheral, self-aggrandising pinheads. But as
George Gershwin memorably (though inaccurately) wrote: “They all laughed at
Christopher Columbus/When he said the world was round”. The fact is, I believe
that if the right people can look to the horizon rather than where they have come
from, the academic year 2017/2018 will be seen as the start of the second coming
of UWC the movement with a recalibrated UWCSEA at the heart of the uprising.
2017/2018 saw both the movement and the College turning over and watering the
good earth so that new flowers and, I hope, forests might be planted.
At first glance this metaphorical claim will appear so vague as to be meaningless
or just plain bogus. After all, much of what you read here looks like last year—
and that’s a good thing. The School is operating at full capacity (we remain
oversubscribed in changing times); the IB results are very strong (with East
and Dover achieving almost identical averages) and our university placements
are typically impressive and diverse; you’ll see an amazing number of trips,
activities and service projects (probably more than any other school in the
world); and sadly, as ever, we can reflect very little of what the Romans would
have called our ‘genius lociI’, our protective and defining spirit, because in the
end annual reports are not designed to capture that. So yes, a cursory glance will
tell you everything is hunky-dory and that if we had shareholders there would
be murmurs of quiet satisfaction. But good metaphors should not be vague:
they should amplify, not obfuscate truth, and so I go back to cultivation of the
existing land.
In 2017/2018, the new College Strategic Plan recognised four areas of focus which
support the education of our young in the tradition of Kurt Hahn: Education as
a Force; Peace and a Sustainable Future; A United Community; Our Strength and
Capacity. These areas are linked to the three pillars of the UWC movement’s new
2018 and Beyond strategy: Seek, Educate, Inspire. While keeping the students at
the centre of our thinking, the College plan moves to a much more sustainable
paradigm, and this includes significant restructuring of leadership, a new financial
model and a long term vision that takes into account land leases and a host of
possible future scenarios. It was imperative that we fortified the College so that
it would be here for future generations and so that it might also more fully and
intimately engage with Singapore.
But together with the long-term visioning we must acknowledge the quotidien
successes that marked last year, and I would like to focus on one area. Just as we
never hear on the news how many aeroplanes landed safely around the world in
any given day, so we don’t foreground the work of the support staff who provide
the thousands of meals, clean the multitude of rooms, answer the endless calls. The
impressive numbers and statistics in this publication reflect wonderfully well on
students and teachers, but they would not exist but for the support staff. UWCSEA
is a very large and complex school, and the fact that so many of our metaphorical
aeroplanes do indeed land safely is testament to the dedication of this community
within the College. They are too often the unsung heroes of such reports as this.
This will be my final introduction to an Annual Report. With the new five year
strategy and financial plan in place, and the attendant restructuring set for
completion in 2018/2019, it is time to hand this extraordinary College over to
new leadership. Going forward it should become still stronger and more resilient,
in tandem with a movement that is regenerating purpose and momentum. For
the sake of neatness I should really finish with a Chinese proverb about future
good fortune, but I hope you’ll forgive me if I turn to a fellow countryman, G.K
Chesterton, to help me express what I feel about the privilege of being a part of
UWCSEA. He said: “I would maintain that thanks are the highest form of thought,
and that gratitude is happiness doubled by wonder.”
That just about sums it up.
Chris Edwards
4 | Annual Report 2017/2018
4 | Annual Report 2017/2018
Annual Report 2017/2018 | 5
UWCSEA GUIDING STATEMENTS
AND GOVERNANCE
6 | Annual Report 2017/2018
To make education
a force to unite people,
nations and cultures
for peace and a
sustainable future
To make education
a force to unite people,
nations and cultures
for peace and a
sustainable future
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To educate
individuals to embrace
challenge and take
responsibility for
shaping a
better world
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UWCSEA
PROFILE
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LEARNING
PRINCIPLES
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UWC MISSION
The UWC movement makes education a force to unite people, nations and
cultures for peace and a sustainable future.
UWCSEA EDUCATIONAL GOAL
The UWCSEA goal is to educate individuals to embrace challenge and take
responsibility for shaping a better world.
UWCSEA AMBITION
UWCSEA will be a leader in international education. We will have a
worldwide reputation for providing a challenging, holistic, values-based
education with an emphasis upon academic achievement, service to others,
environmental stewardship, teamwork and leadership.
UWCSEA LEARNING PROGRAMME
This diagram explains how the elements of the UWCSEA Learning Programme
fit together, with the mission as both the starting point and the goal.
UWCSEA LEARNING PROGRAMME
Annual Report 2017/2018 | 7
LEARNING PRINCIPLES
Learning is a life-long process in which the learner engages with and reflects
upon information and experiences to construct new or modify existing
understanding as well as develop and apply qualities and skills.
We know learning is effective when:
• learners construct new understanding by activating prior knowledge
and experiences
Therefore, it is important that new learning is connected to what the learner
has previously experienced or understood.
• learners use timely and goal directed feedback
Therefore, ongoing assessment should be regular and structured in a
manner that allows for specific feedback to guide the learner in constructing
meaning.
• learners collaborate
Therefore, learners must have opportunities to interact with others in a
variety of situations and groupings.
• learners are challenged
Therefore, learners need to be challenged in developmentally appropriate
ways.
• learners feel secure and supported
Therefore, learners need a safe and respectful learning environment.
• learners construct meaning by seeing patterns and making connections
Therefore, learning needs to be organised around core concepts.
• learners actively process and reflect
Therefore, time is required for learners to practise, reflect and consolidate
learning.
• learners apply metacognitive skills
Therefore, learners should develop an awareness of their own thinking
processes to develop intellectual habits.
• learners understand the purpose of the learning
Therefore, learning should occur in context with clear connections to real
world.
• learners have ownership of their learning
Therefore, opportunities for self-directed learning are needed to sustain and
motivate learning.
8 | Annual Report 2017/2018
UWCSEA PROFILE
Our goal is to educate individuals to embrace challenge and take responsibility for shaping a better world. Our community achieves this goal by developing
knowledge and understanding, qualities and skills through the five elements of the UWCSEA learning programme: academics, activities, outdoor education,
personal and social education and service.
SKILLS
Critical thinker
Reason in an informed and fair-minded manner.
Related concepts: inquiry, questioning,
connection, analysis, synthesis, evaluation,
problem solving
Creative
Imagine and generate new possibilities or
alternatives.
Related concepts: originality, imagination,
curiosity, adaptability, connection, innovation,
improvisation, risk-taking
Collaborative
Participate collaboratively in diverse settings.
Related concepts: cooperation, participation,
leadership, flexibility, adaptability, responsibility,
trust
Communicator
Communicate effectively according to audience
and purpose.
Related concepts: communication,
interpretation, perspective, intent
Self-manager
Take responsibility for directing one’s learning.
Related concepts: metacognition,
independence, diligence, organisation,
responsibility
QUALITIES
Commitment to care
Initiate actions and make a commitment to
shaping a better world.
Related concepts: stewardship, caring, empathy,
compassion, open-minded, service, sustainability
Principled
Act with integrity and respect for self and the
dignity of others.
Related concepts: integrity, honesty,
responsibility, respect, fairness
Resilient
Anticipate, persevere and confront challenge.
Related concepts: optimism, confidence,
courage, diligence, perseverance
Self-aware
Develop intellectual, physical, spiritual and
emotional well-being.
Related concepts: self-discipline, self-
esteem, self-confidence, reflection, balance,
contentment
Annual Report 2017/2018 | 9
10 | Annual Report 2017/2018
GOVERNANCE AND LEADERSHIP
UWC MOVEMENT
UWC South East Asia is a member of the UWC movement, which was founded in 1962 by Kurt Hahn, the German educationalist. UWC South East Asia was the second
member of the UWC movement, opened by Lee Kuan Yew as Singapore International School in 1971. Since then, UWCSEA has expanded to become a K–12 school of more
than 5,500 students, making it the largest UWC in the movement, and one of only four that take students before the IB Diploma in Grade 11.
UWC CHANGSHU CHINA
Changshu, Jiangsu Province, China
2015
Opened in
Student population
443
Age group
15–18
UWC ATLANTIC COLLEGE
Vale of Glamorgan, United Kingdom
1962
Opened in
Student population
350
Age group
15–19
UWC COSTA RICA
San José, Costa Rica
2006
Opened in
Student population
175
Age group
16–19
UWC ISAK JAPAN
Karuizawa, Japan
2014
Opened in
Student population
175
Age group
15–19
LI PO CHUN UWC
New Territories, Hong Kong SAR, China
1992
Opened in
Student population
256
Age group
16–18
UWC DILIJAN
Dilijan, Armenia
2014
Opened in
Student population
219
Age group
16–18
UWC ADRIATIC
Duino, Italy
1982
Opened in
Student population
182
Age group
16–19
East Campus, Singapore
2008
Opened in
Student population
2,557
Age group
4–18
UWC SOUTH EAST ASIA
Dover Campus, Singapore
1971
Opened in
Student population
3,000
Age group
4–18
Annual Report 2017/2018 | 11
UWC RED CROSS NORDIC
Flekke, Norway
1995
Opened in
Student population
205
Age group
16–20
UWC ROBERT BOSCH COLLEGE
Freiburg, Germany
2014
Opened in
Student population
200
Age group
16–19
PEARSON COLLEGE UWC
Victoria, British Columbia, Canada
1974
Opened in
Student population
200
Age group
16–19
UWC-USA
Montezuma, New Mexico, USA
1982
Opened in
Student population
235
Age group
17–19
WATERFORD KAMHLABA UWC
Mbabane, Eswatini
1963
Opened in
Student population
600
Age group
11–20
UWC THAILAND
Phuket, Thailand
2008
Opened in
Student population
460
Age group
2–18
UWC MAHINDRA
Pune, Maharashtra, India
1997
Opened in
Student population
240
Age group
16–18
UWC IN MOSTAR
Mostar, Bosnia and Herzegovina
2006
Opened in
Student population
200
Age group
16–19
UWC MAASTRICHT
Maastricht, Netherlands
2009
Opened in
Student population
915
Age group
4–18
There are now 17 schools and colleges in the movement. The schools and colleges are supported by a network of National Committees, made up of volunteers in 15
countries worldwide, who help to find and select many of the Grade 11 and 12 scholars in the colleges around the world.
Below is some information on the schools and colleges in the UWC movement.
12 | Annual Report 2017/2018
Annual Report 2017/2018 | 13
STRATEGIC DEVELOPMENTS DURING 2017/2018
In October 2017, stakeholders from across the UWC movement—Heads and Chairs from the schools and colleges, National Committee members, UWC
Council and the International Board—came together to give final input to the UWC Strategy 2018 and Beyond before it was officially approved by the UWC
International Board.
The overarching aim is to increase the impact of the UWC Movement’s mission to make education a force to unite people, nations and cultures for peace and a
sustainable future. It extends UWC’s ambition from providing transformative educational experiences for students to becoming a global voice for how values- and
diversity-based education can build peace and sustainability.
Jens Waltermann, Executive Director of UWC International wrote: “Values and deep encounters with diversity which encourage students to reach across national
and social divides are crucial if eduation is to impart a bias for good, for understanding and reconciliation and if it is to inspire selfless leadership. That was Kurt
Hahn’s goal—and the new UWC Strategy translates his vision into our programme for the next decade.”
“Seek, educate, inspire!”—these words frame UWC’s three focus areas. The first area ‘Seek’ focuses on UWC’s unique National Committee system, which enables
UWC to select students in over 155 countries and territories worldwide. While the majority of UWCSEA’s students come in through a direct entry system, similar
criteria to that used by National Committees are used to select our older students, involving them in immersion days and working with our current students to help
identify those individuals who will best benefit from, and contribute to, the UWCSEA community. This area of the strategy is aimed at strengthening the selection
system so that we identify students of promise and potential who would not otherwise have found UWC.
The second area ‘Educate’ focuses on the learning experiences students have while they are at a UWC, most particularly how the community commitment to
the mission can be incorporated into their learning programme. For the UWC movement, this is focused on delivering excellence through our staff and teaching
practice and ensuring an environment where students are trusted but also supported. This area also focuses on developing short courses so that more people can
access a UWC education, even if they do not attend one of the schools and colleges.
The third area ‘Inspire’ expands on the idea that UWC is more than an education, but rather is about fostering active and engaged communities that have positive
impacts on the world around them. The Movement is also seeking to build strategic partnerships with mission-aligned individuals and organisations so that UWC
becomes one of the most respected voices in intercultural and diversity education, while advancing the mission and values.
14 | Annual Report 2017/2018
UWCSEA GOVERNANCE
INTRODUCTION
UWCSEA is committed to the highest standards of corporate governance. The UWCSEA Board of Governors recognises good governance as critical in supporting the
school in achieving its mission and educational goal. Good governance begins with the Board of Governors and requires that they set the tone for the organisation.
The Board of Governors is one of the principal bodies with the fiduciary obligation to ensure that the College acts to further its stated objectives, and that the
College has appropriate systems in place to properly account for and safeguard the funds and assets of the College. The Board of Governors works closely with the
management and stakeholders of the College to shape the vision, chart the major directions, and develop programmes and initiatives to produce a strong and enduring
impact for the College in Singapore and beyond.
UWCSEA BOARD OF GOVERNORS
The UWCSEA Board of Governors comprises 19 members. The Board includes respected business/industry leaders, academics, educators, entrepreneurs,
and professionals.
SIZE, COMMITTEES, MEETINGS AND REVIEWS
The maximum number of Governors is 21. The Board has six committees:
• Education and Talent, which sets and oversees education and talent
management strategies
• Finance and Infrastructure, which oversees the College’s finances and its
physical and digital infrastructure
• Governance, which is responsible for nominations and governance matters
• Audit and Risk, which oversees audit and risk matters
• Engagement, which is responsible for improving the engagement and outreach
of the College locally and globally, including the UWCSEA Foundation
• Committee of Chairs, which functions as a coordinating and management
committee among the Chairs of the Board and Committees
Governors periodically re-evaluate the committee structure to ensure it is effective, strategic and forward-looking. The Board meets four times each year. Each
Governor is usually a member of one committee, which also meets four times per year.
The Board carries out formal Board effectiveness reviews, both externally every five years and internally every two years.
COMPOSITION
The Board consists of three groups of Governors:
• Ad Personam Governors – The majority of Governors are appointed by
the Board itself through a rigorous selection process. Many Ad Personam
Governors are parents of current students of the College. To ensure the
Board benefits from independent thinking, there are also several non-parent
Governors.
• Ex Officio Governor – The Head of College (Chris Edwards)
• Interested Party Governors – These are elected directly by their
constituencies and include two parent-elects and two teacher-elects, one
each from the Dover and East campuses.
Annual Report 2017/2018 | 15
GOVERNOR SELECTION AND INDUCTION
The Board recruits Ad Personam Governors through a robust process that responds to clearly defined skill requirements for the Board. Candidates are first co-opted as
Advisers to Board committees. New Ad Personam Governors are usually only selected from that pool of Advisers who have served on a Committee. Appointments are
based on an assessment of the following factors:
• professional skills and fit with Board requirements
• role models for UWC values and culture
• demonstrated ability to contribute to a Board
• past contributions to UWC/service institutions
• impact on Board diversity
• leadership potential
• positive impact on Government relations
There is a comprehensive induction programme for all Advisers and Governors that includes information about the College and the Board, an induction session
with the Board Secretary, and meetings with the Chair of the Board and other Governors.
TERM LIMITS, REVIEWS, RECRUITMENT AND INDUCTION
Governors serve a maximum of two three-year terms. Only the Chair may serve an additional term of three years. The College and the Board holds its Governors
and Advisers to a high standard and regularly evaluates each against the following criteria:
The Governor:
• is prepared for meetings
• listens to and challenges others, when appropriate, while maintaining an
atmosphere of respect
• contributes and participates in a manner consistent with UWCSEA values
• has made meaningful contributions to key decisions
• attends most meetings and is highly attentive when present
• contributes overall
WHISTLE BLOWING
The College has a Whistle Blowing policy through which members of the
UWCSEA community may, in confidence, raise concerns about possible wrong-
doing or improprieties in financial or other matters within the organisation. The
Board thoroughly and appropriately investigates matters brought to its attention
through the policy and takes appropriate follow-up action.
CONFLICT OF INTEREST
The College has a Conflict of Interest policy, which requires Board and staff
members to disclose conflict of interests in the performance of their duties.
In the case of the Board, the policy requires Governors and Advisers to report
potential conflicts to the Governance Committee, which may impose remedies
specific to the situation.
OTHER POLICIES ON CORPORATE AND INDIVIDUAL BEHAVIOUR
The Board is also subject to, or will adhere to, the College’s policies on
corporate and individual behaviour, including the Board of Governors
Guidelines, Confidentiality Policy, Harassment Policy, Staff Safeguarding Code
of Conduct, and the Equal Opportunities, Access and Disabilities Policy.
CHECKLIST
In addition to the application of good governance practices as a corporate
entity, the Board of Governors has adopted best practices in key areas of
governance that are closely aligned to the principles enunciated in the Code of
Governance for Charities and Institutions of a Public Character (the “Code”).
In line with the disclosure requirement by the Charity Council that all IPCs are
required to disclose the extent of their compliance with the Code, UWCSEA’s
Governance Evaluation Checklist can be found at the Charity Portal website
www.charities.gov.sg.
16 | Annual Report 2017/2018
Michelle Sassoon
Ad Personam Governor
Engagement Committee
Kenneth Stirrat
Interested Party Governor –
Common Room
Audit and Risk Committee
Andrew McCarthy
Interested Party Governor –
Common Room
Finance and Infrastructure
Committee
Doris Sohmen-Pao
Ad Personam Governor
Engagement Committee
UWCSEA/UWCSEA-EAST/UWCSEA FOUNDATION BOARD MEMBERS (as at August 2018)
Anna Lord
Chair
Ad Personam Governor
Committee of Chairs
Alexander Krefft
Chair of Governance
Committee
Ad Personam Governor
Committee of Chairs
Nicholas Chan
Ad Personam Governor
Governance Committee
Subodh Chanrai
Ad Personam Governor
Engagement Committee
Surinder Kathpalia
Chair of Audit and Risk
Committee
Ad Personam Governor
Committee of Chairs
Priti Devi
Chair of Engagement
Committee
Ad Personam Governor
Committee of Chairs
Julianne Martin
Interested Party Governor –
Parent Representative
Engagement Committee
Davy Lau
Ad Personam Governor
Governance Committee
David Maxwell
Chair of Education and
Talent Committee
Ad Personam Governor
Committee of Chairs
Will Kennedy-Cooke
Ad Personam Governor
Committee of Chairs
Margarita Encarnacion
Interested Party Governor –
Parent Representative
Education and Talent
Committee
Christopher Edwards
Ex-Officio Governor
Head of College
Benjamin Hill Detenber
Ad Personam Governor
Education and Talent
Committee
Vivek Kalra
Chair of Finance and
Infrastructure Committee
Ad Personam Governor
Committee of Chairs
Annual Report 2017/2018 | 17
UWCSEA/UWCSEA-EAST/UWCSEA FOUNDATION BOARD MEMBERS (as at August 2018)
Anna Lord, Chair
Alexander Krefft
Andrew McCarthy
Benjamin Detenber
Chris Edwards
David Maxwell
Davy Lau
Doris Sohmen-Pao*
Julianne Martin
Kim Teo
Margarita Encarnacion
Nicholas Chan
Priti Devi
Subodh Chanrai
Surinder Kathpalia
Vivek Kalra
Heinrich Jessen
Pamela Kelly Wetzell
*not member of Foundation Board
INDEPENDENT DIRECTORS: THE UWCSEA FOUNDATION LIMITED (as at August 2018)
Andrew Budden
Derek Lau
UWCSEA BOARD ADVISERS (as at August 2018)
Philip Motteram
Steve Okun
Sajjad Akhtar
Sumitra Pasupathy
Robert Harayda
WT Cheah
COMMITTEES (as at August 2018)
AUDIT AND RISK COMMITTEE
Surinder Kathpalia, Chair
Chris Edwards
Heather Carmichael
Sajjad Akhtar (Adviser)
WT Cheah (Adviser)
EDUCATION AND TALENT COMMITTEE
David Maxwell, Chair
Chris Edwards
Benjamin Detenber
Margarita Encarnacion
Heather Carmichael
Sumitra Pasupathy (Adviser)
ENGAGEMENT COMMITTEE
Priti Devi, Chair
Chris Edwards
Doris Sohmen-Pao
Julianne Martin
Subodh Chanrai
Steve Okun (Adviser)
FINANCE AND INFRASTRUCTURE COMMITTEE
Vivek Kalra, Chair
Chris Edwards
Andrew McCarthy
Robert Harayda (Adviser)
Philip Motteram (Adviser)
GOVERNANCE COMMITTEE
Alexander Krefft, Chair
Chris Edwards
Davy Lau
Nicholas Chan
Surinder Kathpalia
Heinrich Jessen
Pamela Kelly Wetzell
COMMITTEE OF CHAIRS
Anna Lord, Chair
Alexander Krefft
David Maxwell
Priti Devi
Surinder Kathpalia
Vivek Kalra
Andy Budden
18 | Annual Report 2017/2018
18 | Annual Report 2017/2018