ANNUAL REPORT
UWC South East Asia
2020/2021
01
MESSAGE FROM
MADAN MENON,
CHAIR OF BOARD OF
GOVERNORS
02
MESSAGE FROM
CARMA ELLIOT,
COLLEGE PRESIDENT
03
UWCSEA GUIDING
STATEMENTS,
GOVERNANCE AND
LEADERSHIP
05 UWCSEA
Guiding Statements
07 UWC movement
09 UWCSEA Governance
and Leadership
13
UWCSEA
STRATEGY
2018–2023
Contents
71
BUSINESS REPORT
73 Human Resources
75 UWCSEA Foundation
77 Finance
79 Admissions
55
OUR COMMUNITY
59 Students and families
61 Boarders and scholars
63 Staff
65 Alumni
69 Parent Community
19
STUDENT ACHIEVEMENT
25 Academics
33 Activities
41 Outdoor Education
45 Personal and
Social Education
49 Service
1 | UWCSEA Annual Report 2020/2021
On behalf of the Board of Governors,
I am pleased to present the UWCSEA
2020/2021 Annual Report to our
community, which provides an
overview and reflection of the College’s
achievements over the year.
The 2020/2021 school year was my
first as Chair of the Board. I accepted
the role with a commitment to being
of service to this great institution, the
staff, parents and incredible students
who make us not just a school, but a
community. The Annual Report tells the
story of a community, united in purpose
and unwavering in its commitment to
our great mission, even as we responded
to the challenges of a global pandemic. I
am humbled and proud.
We began our school year having
learned the lessons of the early days
of the pandemic, and prepared for the
longer–if no less unpredictable–journey
that was ahead of us. It was December
before all our new and returning families
were able to join us in Singapore,
and our staff and faculty extended
our online learning programme to
support students and scholars as they
participated in our learning programme
from afar. Singapore’s handling of the
crisis continued to guide our decisions
as restrictions were lifted and then
reintroduced throughout the year.
This flexibility and responsiveness
characterised much of the year as
the Board and College leadership
re-prioritised operations and ensured
a compassionate response to the
changed conditions for students,
staff and families. The Finance and
Infrastructure Committee continued to
be instrumental, working alongside the
College leadership to model potential
futures, while the Education and
Talent and Engagement Committees
continued to support the learning and
community programmes that ensure
our mission and vision thrives, despite
the challenges.
The Board and College continued to
deliver on the Strategic Plan 2018-2023
throughout the school year, while also
beginning conversations about the next
vision and strategy for the College,
including the school of the future,
under the working title, Vision 2030. In
particular, Governors focused on:
• a review of the constitutional
documents and governance
framework, initiated the previous year,
to ensure our governance structures
support the future development of
our College
• the ongoing work of our Diversity,
Equity and Inclusion (DEI) Steering
Group and the task force focused
on deliberate anti-racism, as we
committed to long-term, systemic
change
• risk management and the College’s
response to operational and
reputational risk
• a review of our financial strategy,
including our investment strategy and
financial planning for the upcoming
Dover Campus lease in 2030
• the initiation of a review of the
UWCSEA Foundation, investigating
a more ambitious future for the
Foundation and identifying the role of
philanthropy in the long-term future
of the College
Other highlights of the achievements
against the plan can be viewed in the
Strategic Plan section of this report.
On behalf of the Board of Governors,
I would like to express my thanks and
appreciation to the staff and leadership
for their dedication and to our parents
for their trust in us. Most of all, I would
like to express my admiration for our
remarkable students, in whose service
we all stand. At each Board meeting this
year, we heard from students talking
about topics ranging from DEI to mental
health to leadership and strategic
planning for their Student Councils. As
we reflect on the 2020/2021 school
year, we acknowledge that while many
of the things we had previously taken for
granted are now changed, our students
continue to be our inspiration and hope
for the future.
Sincerely,
Madan Menon
CHAIR OF
BOARD OF GOVERNORS
MESSAGE FROM
2 | UWCSEA Annual Report 2020/2021
Welcome to the Annual Report for
the 2020/2021 school year. Each
year the Annual Report tells a story
of success and achievement, and last
year was no different. When read
alongside the Impact of Giving report,
it tells the story of a community
united in creating a more peaceful and
sustainable future for all.
I write this towards the end of 2021,
as the Omicron variant creates
uncertainty once more, having just
received our 56th advisory from the
Committee for Private Education
(CPE), outlining the next set of safe
management measures for our school.
Henry Ford’s quote “Coming together
is a beginning, staying together is
progress, and working together is
success” characterised our school
year in 2020/2021, my second at the
College, as we all worked together
to ensure continuity of learning for
students in the midst of an ever-
changing regulatory environment.
We were able to lean on the experience
of the previous year to develop blended
learning programmes, and staff
showed both creativity and resilience
as they found new ways to deliver
on our commitment to students and
their parents. As predicted last year,
short-term solutions evolved into
long-term strategy as restrictions on
travel and gathering in large groups
continued to impact our service and
outdoor education programmes. With
a renewed focus on mental health
and wellbeing, we worked together to
address the challenges that emerge
when communities experience daily
restrictions, and for many, coping with
being separated from loved ones for
extended periods proved to be the
most challenging of times.
Despite the challenges, our focus
on the future remained, with our
mission and our values to guide us.
We relaunched our Kishore Mahbubani
Speaker Series, Reimagining Learning,
with a goal of hosting conversations on
the future of learning in the lead-up to
our 50th anniversary in the 2021/2022
school year. Pioneers and thinkers in
education joined us to imagine the
future of education, one that is aligned
with the needs of our students so as
to better equip them to step into their
future and thrive. Alongside extending
our thinking, we also began the
renewal of our Grade 9/10 programme,
devised an on-campus and ‘hyper
local’ outdoor learning programme and
piloted peacebuilding units for our very
youngest learners in K1.
I would like to finish once again with
a sincere thank you, on behalf of
the entire community, to the Board
of Governors, who work tirelessly
in service to the College and whose
leadership and support last year made
so many things possible. It is a privilege
to work with such a committed and
talented group of volunteers.
Carma Elliot CMG OBE
COLLEGE PRESIDENT
MESSAGE FROM
“We must prepare our young people with the knowledge, understanding, skills and, most importantly,
values that will help the next generation make decisions in often complex and ambiguous
environments-decisions that will fulfill a mission for a more peaceful and sustainable future.”
PROFESSOR KISHORE MAHBUBANI, Distinguished Fellow at the Asia Research Institute (ARI), National University of Singapore (NUS)
3 | UWCSEA Annual Report 2020/2021
UWCSEA GUIDING STATEMENTS,
GOVERNANCE AND LEADERSHIP
5 | UWCSEA Annual Report 2020/2021
Because UWCSEA is driven by its mission, values and educational goal, we create an environment that is underpinned by
wellbeing and learning principles, and provide a holistic learning programme through a K–12 concept-based curriculum.
The UWCSEA learning programme thoughtfully and deliberately provides all students with age-appropriate opportunities to
develop the knowledge, skills, qualities and mission competencies that will enable them to live the mission throughout their lives.
UWCSEA Ambition: Our ambition is to be a leader in international education, with 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
GUIDING STATEMENTS
UWCSEA LEARNING PRINCIPLES
Our learning principles are based on the understanding that
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 that learning is effective when learners:
• construct new understanding by activating prior
knowledge and experience
• use timely and goal directed feedback
• collaborate
• are challenged
• feel secure and supported
• construct meaning by seeing patterns and
making connections
• actively process and reflect
• apply meta-cognitive skills
• understand the purpose of the learning
• have ownership of their learning
UWCSEA LEARNING PROGRAMME
Our learning programme consists of five interlinking
elements: academics, activities, outdoor education,
personal and social education and service. The elements
combine to provide our students with a holistic, values-based
education that develops them as individuals and as members
of a global society. We apply these core principles to all
elements of our programme: disciplinary and interdisciplinary
learning, experiential learning and transfer of learning to
ensure the educational experience provided at UWCSEA is
truly holistic.
UWCSEA PROFILE
We have identified the qualities and skills needed by our
community to help to fulfil our mission. Students are
given multiple, age-appropriate opportunities to develop
the following:
Qualities
Commitment to care
Principled
Resilience
Self awareness
Skills
Critical thinker
Creative
Collaborative
Communicator
Self manager
6 | UWCSEA Annual Report 2020/2021
STRATEGIC DEVELOPMENT: ADOPTING VALUES AND DEFINING MISSION
COMPETENCIES
The diagram of the guiding statements was used in a consultation process with key stakeholders during the 2020/2021 school year,
with a particular focus on developing greater understanding and working toward confirming definitions of the mission competencies.
The values that emerged from the Values in Action consultation process in previous years were adopted as the College furthered
the project, which commenced the previous school year.
7 | UWCSEA Annual Report 2020/2021
UWCSEA is a
member of the UWC
movement, a group
of 18 schools and
colleges around
the world who are
supported by a
network of National
Committees, made
up of volunteers in
over 150 countries.
Opened by the then
Prime Minister Mr Lee
Kuan Yew as Singapore
International School
in 1971, UWCSEA is
the largest UWC in the
movement, and one
of seven that enrol
students before the IB
Diploma in Grade 11.
UWC MOVEMENT
San José, Costa Rica
UWC Costa Rica
Opened in
2006
Student population
192
Age group
16–19
Dilijan, Armenia
UWC Dilijan
Opened in
2014
Student population
220
Age group
16–18
Moshi and Arusha, Tanzania
UWC East Africa
Opened in
1969
Student population
500
Age group
3–20
Karuizawa, Japan
UWC
ISAK Japan
Opened in
2014
Student population
200
Age group
15–19
UWC South East Asia
Dover Campus, Singapore
Opened in
1971
Student population
3,008
Age group
4–18
East Campus, Singapore
Opened in
2008
Student population
2,589
Age group
4–18
UWC Adriatic
Duino, Italy
Opened in
1982
Student population
182
Age group
16–19
UWC Atlantic
Vale of Glamorgan,
United Kingdom
Opened in
1962
Student population
350
Age group
15–19
UWC
Changshu China
Changshu, Jiangsu
Province, China
Opened in
2015
Student population
570
Age group
15–18
All information correct as at 31 July 2021.
8 | UWCSEA Annual Report 2020/2021
Phuket, Thailand
UWC Thailand
Opened in
2008
Student population
380
Age group
2–18
Montezuma,
New Mexico, USA
UWC-USA
Opened in
1982
Student population
235
Age group
17–19
New Territories,
Hong Kong SAR, China
Li Po Chun UWC
Opened in
1992
Student population
256
Age group
16–18
Flekke, Norway
UWC Red Cross
Nordic
Opened in
1995
Student population
205
Age group
16–20
UWC Mahindra
Pune, Maharashtra, India
Opened in
1997
Student population
240
Age group
16–18
UWC in Mostar
Mostar, Bosnia
and Herzegovina
Opened in
2006
Student population
200
Age group
16–19
Pearson College
UWC
Victoria, British
Columbia, Canada
Opened in
1974
Student population
200
Age group
16–19
Maastricht, Netherlands
UWC Maastricht
Opened in
2009
Student population
900
Age group
4–18
Freiburg, Germany
UWC Robert
Bosch College
Opened in
2014
Student population
200
Age group
16–19
Mbabane, Eswatini
Waterford
Kamhlaba UWC
Opened in
1963
Student population
600
Age group
11–20
9 | UWCSEA Annual Report 2020/2021
UWCSEA
GOVERNANCE AND LEADERSHIP
OVERVIEW
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 currently comprises 16 members. The Board
includes respected business and industry leaders, academics, educators,
entrepreneurs and professionals. All members serve on a voluntary basis.
Size, Committees and Meetings
The maximum number of Governors is 21. The Board has seven committees:
• Education and Talent, which sets and oversees education and talent
management strategies
• Foundation Investment and Disbursement, which provides strategic
direction for the Foundation’s investments and oversight of its disbursements
and investments
• 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 a minimum of four times per year.
Board Effectiveness Review
Following the Heidrick & Struggles report (made available to the College community
in May 2019), a Constitutional Review Steering Group was set up in 2020 to address
the following:
• improving documentation to clarify the role of the Board and Management to all
stakeholders
• creating efficiencies by streamlining Board and committee papers
• improving induction and support for new Governors and Advisers
• providing useful and tailored training, engagement and team building
opportunities for Governors, Advisers and management
In 2020/2021 the Steering Group made progress in all areas outlined above; work
is anticipated to conclude in the 2021/2022 year. It is envisaged that the outcomes
of the review will include the formation of two new working groups; Governance
Practice Working Group and Strategic Planning Working Group. Additionally, it is
likely that the constitutions of UWCSEA and UWCSEA-East will be amended to
incorporate changes to modernise language and clarify roles and responsibilities in
order to create a more transparent governance structure.
10 | UWCSEA Annual Report 2020/2021
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 Governors – in 2020/2021, the College President remained
Carma Elliot, CMG OBE
• Interested Party Governors – these are elected directly by their constituencies
and include two parent-elects and two teacher-elects, one from each campus.
Governor Recruitment, 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 normally 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, culture and alignment with the mission
• 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 and Reviews
Governors serve a maximum of two, three-year terms. Only the Chair may serve up
to two additional terms of three years.
The College and the Board holds its Governors and Advisers to a high standard and
regularly evaluates each Governor against the following criteria:
• 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 Policy
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 policy requires Board and
staff members to disclose any conflict
of interest 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.
Policies on corporate
and individual behaviour
The Board also adheres 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.
Commissioner of Charities
Oversight
The Board has adopted best practices in
key areas of governance that are closely
aligned with the Code of Governance
for Charities and Institutions of a
Public Character (the “Code”). In line
with the Commissioner of Charities
requirements, UWCSEA’s Governance
Evaluation Checklist and new
Transparency Framework can be found
via the Charity Portal website
www.charities.gov.sg.
11 | UWCSEA Annual Report 2020/2021
Sajjad Akhtar
Ad Personam Governor
Interim Chair (to 31 August 2020)
Vice Chair (from 1 September 2020)
Chair of Finance and Infrastructure Committee (to 21 January 2021)
Chair of Finance and Infrastructure Investment SubCommittee (to 21 January 2021)
Interim Chair, Committee of Chairs (to 31 August 2020)
Chair of Governance Committee (from 21 January 2021)
Committee of Chairs
Madan Menon
(appointed 1 September 2020)
Ad Personam Governor
Chair of the Board
Chair of Committee of Chairs
Surinder Kathpalia
Ad Personam Governor
Chair of Audit and Risk
Committee
Governance Committee
Committee of Chairs
Priti Devi
Ad Personam Governor
Chair of Engagement Committee
Committee of Chairs
Seng Chee Ho
Ad Personam Governor
Education and Talent Committee
Carma Elliot CMG OBE
Ex-officio Governor –
College President
Education and Talent Committee
Engagement Committee
Foundation Investment and
Disbursement Committee
Finance and Infrastructure
Committee
Finance and Infrastructure
Investment SubCommittee
Governance Committee
Ruby Lee
(appointed 21 January 2021)
Ad Personam Governor
Governance Committee
Kim Teo ’76
Ad Personam Governor
Foundation Investment and
Disbursement Committee
Governance Committee
Jonathan Forth
(appointed 19 July 2021)
Ad Personam Governor
Audit and Risk Committee
Benjamin Hill
Detenber
Ad Personam Governor
Education and Talent Committee
Dimple Sanghi
(appointed 2 March 2021)
Ad Personam Governor
Chair of Finance and
Infrastructure Committee
Chair of Finance and
Infrastructure Investment
SubCommittee
Chair of Finance and
Infrastructure Facilities
SubCommittee
Committee of Chairs
Leon Toh
(appointed 21 January 2021)
Ad Personam Governor
Engagement Committee
Finance and Infrastructure
Committee
Finance and Infrastructure
Investment SubCommittee
Heather Carmichael
Ad Personam Governor
Chair of Education and Talent
Committee
Audit and Risk Committee
Committee of Chairs
Subodh Chanrai ’82
(resigned 21 January 2021)
Ad Personam Governor
Chair of Governance Committee
Committee of Chairs
Stefanie Green
Interested Party Governor –
Parent Elect UWCSEA Dover
Education and Talent Committee
Vivek Kalra
(retired 21 January 2021)
Ad Personam Governor
Finance and Infrastructure
Committee
Finance and Infrastructure
Investment SubCommittee
Pamela Kelly Wetzell
Interested Party Governor –
Common Room of UWCSEA East
Governance Committee
Caroline McLaughlin
Interested Party Governor –
Parent Elect UWCSEA East
Engagement Committee
Mark Porter
Interested Party Governor –
Common Room of UWCSEA Dover
Education and Talent Committee
UWCSEA/UWCSEA-EAST/UWCSEA FOUNDATION BOARD MEMBERS
All information correct as at 31 July 2021.
12 | UWCSEA Annual Report 2020/2021
INDEPENDENT DIRECTORS: THE UWCSEA FOUNDATION LIMITED
Andrew Budden
(resigned 31 December 2020)
UWCSEA BOARD ADVISERS
All information correct as at 31 July 2021.
Philip Motteram
(resigned 31 December 2020)
Steve Okun (resigned 12 January 2021)
WT Cheah
(resigned 31 December 2020)
Brian McAdoo (resigned 5 March 2021)
Prabhat Ojha
(resigned 20 October 2020)
Leon Toh (transitioned to Ad Personam
Governor 21 January 2021)
Jonathan Forth (transitioned to Ad
Personam Governor 19 July 2021)
Ruby Lee (transitioned to Ad Personam
Governor 21 January 2021)
Dimple Sanghi (transitioned to Ad
Personam Governor 2 March 2021)
Daire Dunne
Rahul Raj
Tara Garson Flower
Sharon Heller
(appointed 10 December 2020)
Vivek Kalra (transitioned to Board
Adviser 21 January 2021)
Hyunggee Chung
(appointed 18 March 2021)
Chas Pope (appointed 18 March 2021)
Yukiko Izumi (appointed 17 June 2021)
Anthony Hodge
(appointed 17 June 2021)
UWCSEA/UWCSEA-EAST/UWCSEA FOUNDATION COMMITTEES
All information correct as at 31 July 2021.
Audit and Risk Committee
Surinder Kathpalia, Chair
Heather Carmichael
Jonathan Forth
Anthony Hodge (Adviser)
Yukiko Izumi (Adviser)
Education and Talent Committee
Heather Carmichael, Chair
Seng Chee Ho
Benjamin Detenber
Carma Elliot CMG OBE
Mark Porter
Stefanie Green
Sharon Heller (Adviser)
Engagement Committee
Priti Devi, Chair
Caroline McLaughlin
Leon Toh
Carma Elliot CMG OBE
Foundation Investment and
Disbursement Committee
Daire Dunne (Adviser), Chair
Kim Teo ’76
Carma Elliot CMG OBE
Finance and Infrastructure
Committee (FIC)
Dimple Sanghi, Chair
Leon Toh
Carma Elliot CMG OBE
Vivek Kalra (Adviser and Adviser to FIC
Investment SubCommittee)
Hyunggee Chung (Adviser and Adviser
to FIC Investment and Facilities
SubCommittees)
Tara Garson Flower (Adviser)
Rahul Raj (Adviser to FIC Investment
SubCommittee)
Chas Pope (Adviser to FIC Facilities
SubCommittee)
Governance Committee
Sajjad Akhtar, Chair
Carma Elliot CMG OBE
Surinder Kathpalia
Pamela Kelly Wetzell
Kim Teo ’76
Ruby Lee
Committee of Chairs
Madan Menon, Chair
Sajjad Akhtar
Heather Carmichael
Priti Devi
Dimple Sanghi
Surinder Kathpalia
The audited Financial Statements and full Corporate Governance reports for the Colleges and the Foundation are available on the Charity Portal: charities.gov.sg.
“We need the knowledge we’ve built up over millennia but also to apply the
skills and character traits that have been with us all along to adapt, thrive,
learn, create and coexist as global citizens.”
TOM FLETCHER, Project Director, Towards Global Learning Goals speaking at the first Kishore Mahbubani
Speaker Series Reimagining Learning event Navigating learning in the 21st century, October 2020
13 | UWCSEA Annual Report 2020/2021
UWCSEA STRATEGY 2018–2023
15 | UWCSEA Annual Report 2020/2021
UWCSEA STRATEGY 2018–2023
During the 2020/2021 year, the campuses continued to enact the UWCSEA Strategy, based on the Strategic Vision which
describes the intended five-year outcome in each of four Areas of Focus.
The four Areas of Focus identify 10 strategies that have become strands that will help the College to realise these outcomes.
These strands then guide planning and decision-making for campuses, schools and operational areas at the College.
During 2020/2021, each campus and operational area continued implementing the multi-year plans for projects that are
bringing these strategies to life. Some strands were prioritised to receive focus, while other strands received less focus as the
outcomes were on track, and others were identified as being a focus in the final year. The priority was necessarily different
on each campus given the operational maturity and priorities of each, as identified in the campus-specific strategies that are
reviewed each year.
The Board of Governors oversees progress through a report on an Area of Focus at each of the four meetings during the year,
while the senior leadership teams monitor the detailed projects.
The global pandemic continued to impact the operations of the College during the 2020/2021 school year, and as in the period
March–July 2020, operational reprioritisation and strategic, compassionate response to the changed conditions for students,
staff and families characterised much of the year.
The following pages highlight the 2020/2021 outcomes of the campuses’ progress towards the UWCSEA Strategy 2018–2023 in
each of the four Areas of Focus.
UWCSEA STRATEGIC VISION
Students will be equipped with the qualities and skills to become compassionate, engaged global citizens who seek to make a
positive contribution towards peace and a sustainable future. To achieve this, a diverse, united and caring College community will
focus creatively on students learning through a dynamic, holistic programme that supports individuals, their wellbeing and their
readiness for an uncertain future.
Effective operational practices provide for the College’s long-term future in Singapore.
AREAS OF FOCUS
UWCSEA
STRATEGY
OUR STRENGTH
AND CAPACITY
PEACE AND
A SUSTAINABLE
FUTURE
A UNITED
COMMUNITY
EDUCATION
AS A FORCE
17 | UWCSEA Annual Report 2020/2021
Education as a Force
At UWCSEA, we educate
our students to impact on
individuals and society in
accordance with the UWC
mission. Through a holistic
Learning Programme, students
develop the skills and qualities (which meld to form the
UWCSEA Learner Profile) to fulfil their potential and
become life-long learners and ethical agents for change.
We understand educational excellence to be manifested
by student learning across all five elements of our Learning
Programme. This spirit of excellence, balanced with a
serious commitment to wellbeing, will help inspire our
community to rich experiences and high achievement.
Our innovation will align with our values. We will take
scalable, safe-to-fail approaches to probe and test the
boundaries of our strategies and practices.
Within the contexts of Singapore and our Learning
Programme, we will seek to be inclusive and diverse, in
accordance with our definitions of these concepts, and we
will recognise the importance of intercultural competence.
Key developments during 2020/2021 year:
Strategy E1: Extending Excellence
• Adoption of new guiding statements following
consultation across learning leadership
• Grade 9 and 10 First Language programme curriculum
development
• Planning and development of blended learning
models to support remote learning, including teacher
professional development
Strategy E2: Deliberate Innovation
• Extensive course and curriculum development for
UWCSEA Grade 9 and 10 programme on both campuses
• Development and delivery of on-campus Outdoor
Education programmes
• Innovation@East initiative launched to stimulate
entrepreneurial student activity
Strategy E3: Diversity and Inclusion
• Language Policy review completed and established
language philosophy
• Commenced review of the written curriculum through
a DEI lens
• Development and implementation of ARDEI plan
• All leaders participated in Courageous First Steps
training
• Continued pilot programme to raise teacher capacity to
support individualised learning styles
Peace and a Sustainable
Future
Our community is
strengthened by diversity and
united in common purpose.
On local, national and global
platforms, we will seek to
engage with and impact positively on individuals and
communities who hold similar, disparate and diverse ideas.
All members of our community should understand Peace
to include concepts such as justice, equality and human
rights and to be more than the absence of conflict.
Our Learning Programme will help seed and nurture
these concepts. We aspire to promote Peace in all of its
contexts—for the individual, our communities and our
global societies. We will embed structures to support
learning for Peace and its systematic implementation
across the College, and develop meaningful links with
like-minded organisations that are in pursuit of the
same goals.
Sustainability as a systemic response means aligning
ourselves to the UN Sustainable Development Goals to
end poverty, protect the planet and ensure prosperity
for all within the means of nature. We will engage with
these challenges by deepening our intellectual and moral
capacities, and building our collective wisdom. We will
develop our curriculum to ensure that sustainability is
woven into all five elements of our learning programme
from K–12. We will also develop our community’s
capability in systems thinking.
Key developments during 2020/2021 year:
Strategy P1: Working for Peace
• Pilot of early childhood Peacebuilding Unit of Study
on Dover Campus
Strategy P2: Sustainability as a Systemic Response
• Further embedded Sustainable Development topics
within the learning programme eg Grade 9 and 10
First Languages course
• Extension of environment-focused learning spaces
on both campuses including completion of Stage 1
of Dover Green Heart and installation of recycling
centre on East
• Marine conservation learning initiatives installed on
both campuses
• Initiation of sustainability mapping project
• Focus on systems thinking, including professional
learning for teachers
EDUCATION
AS A FORCE
PEACE AND
A SUSTAINABLE
FUTURE
18 | UWCSEA Annual Report 2020/2021
A United Community
A strong College community,
based on shared values,
is fundamental to our
success. Our community
members will demonstrate
respectful attention to
diverse needs and perspectives, and compassionate
engagement with others.
We seek to promote the educational significance of
UWC residential life and will seek to harmonise the
best of the day and residential experiences. We will
strengthen relationships with one another, between
campuses and with those outside our immediate
community of students, staff and parents. We will
build strategic relationships that extend our reach and
deepen our impact. We will intensify the focus of the
UWCSEA Foundation, enhance Alumni engagement,
and continue to dedicate an agreed percentage of our
annual turnover to scholarships.
Our fundamental responsibility to our community
members is to keep them safe, well and secure at all
times and in all situations. We will continue to develop
robust safeguarding practices, and empower our
community to identify and respond to safeguarding
situations. We will implement policies, practices and
programmes to support staff and student wellness and
safeguard everyone in our community.
Key developments during 2020/2021 year:
Strategy C1: Strengthening our Community
• Adoption of new values after Values in Action review;
began work on Community Agreements
• Implementation of recommendations of external
Residential Boarding programme review
• Community engagement plans implemented in
partnership with parent community groups
• Implementation of alumni internship programme
Strategy C2: Keeping People Safe and Well
• Campus visitor management and safe work processes
adapted to COVID-19 requirements
• Continued focus on extending Activities programme
through term-time and holiday enhancements
• Investment in staff and student wellbeing
programmes and initiatives
• Policies, protocols and practices for Work From Home
developed and implemented for administration staff
• Professional learning programme in support of
College Safeguarding policy and practices extended
to all associated staff
Our Strength and
Capacity
UWCSEA puts people,
not systems, first. Our plan
for sustainable growth will
be transparent and support
our community,
while reflecting and responding to current realities
and future possibilities. We will guarantee the financial
security of the College while balancing present and
future educational, environmental and organisational
needs.
In order to retain education as our focus, we recognise
the necessity of humane, sustainable and effective
systems.
We will develop operational systems that set a positive,
data-informed culture around rigorous practices,
adhering to all external regulatory requirements.
In adapting to any changes, we will support our
community and protect the College’s ethos and values.
We will establish decision-making processes and
leadership structures that enhance operational
effectiveness while retaining flexibility to adapt to
changing circumstances.
Key developments during 2020/2021 year:
Strategy S1: Ensuring Long-term Financial
Sustainability
• Investment sub-committee implemented process of
reviewing management of College reserves
• Reconstruction of Science Block on Dover Campus
following a fire
Strategy S2: Embedding Effective Systems
• Launch of new website, portal and communication
platforms for staff and parents
• Launch of online procurement system
• Commenced review of application management
systems
• Review of EAL application review processes to create
alignment with strategy
Strategy S3: Establishing Effective Decision-Making
Structures
• Recruitment of Head of Risk and Safety
• Commenced UWCSEA Foundation renewal project
• Establishment of Tender Evaluation Committee
• Streamlining of College policies management and
review process
• Continued progress on Constitutional Review by
working group
A UNITED
COMMUNITY
OUR STRENGTH
AND CAPACITY