COMMUNITY
REPORT
UWC South East Asia
2022/2023
01
MESSAGE FROM
SULIAN TAY,
CHAIR OF BOARD OF
GOVERNORS
02
MESSAGE FROM
NICK ALCHIN,
INTERIM HEAD OF COLLEGE
03
UWCSEA GUIDING
STATEMENTS, GOVERNANCE
AND LEADERSHIP
05 UWCSEA Guiding Statements
07 UWC Movement
09 UWCSEA Governance
and Leadership
13
UWCSEA STRATEGY
2018–2023
15 UWCSEA Strategy
19 UWCSEA
Community Agreements
Contents
67
BUSINESS REPORT
69 Human Resources
71 UWCSEA Foundation
73 Finance
75 Admissions
53
OUR COMMUNITY
57 Students and families
59 Boarders and scholars
61 Staff
63 Alumni
65 Parent Community
21
STUDENT ACHIEVEMENT
25 Academics
35 Activities
41 Outdoor Education
45 Personal and
Social Education
49 Service
1 | UWCSEA Community Report 2022/2023
On behalf of the Board of Governors, I am pleased to present
the UWCSEA 2022/2023 Community Report, which provides
an overview and reflection of the College’s achievements over
the last school year and tells the story of our community,
united in purpose and committed to our Mission.
The 2022/2023 year was the last year of the UWCSEA 2018–
2023 strategy. Over the course of those five years, the College
made significant progress to embed ten strategic priorities,
which supported our vision to equip UWCSEA students with
the skills and qualities to become compassionate, engaged
global citizens who seek to make positive differences towards
peace and a sustainable future. In 2023, we continued this work
by embarking on a process to develop the UWCSEA Strategy
to 2030. Students, staff, parents and alumni participated in
generative and decision-making sessions, and leadership teams
engaged in ‘horizon-scanning’ to understand what the future
may hold in key areas of learning, schools, technology and
work. It was a year of collecting and synthesising information,
which culminated with the Board approving the Strategy
to 2030 in June 2023. We are confident that this Strategy
will be "more like a river than a rock" in that it can adapt to
circumstance and that the shared thinking that generated it
will help us to be the best school we can be.
During 2023, it was possible for conversations regarding the
expiry of the lease on the Dover land in 2030 to continue in
earnest. Governors and leadership engaged in dialogue with the
Singapore Government, which is likely to result in a decision
within the current calendar year that can then be shared with
our community. Whatever the outcome, we know that we have
the support of the Singapore authorities and are proud that
they consider us partners in their current and future success.
The 2022/2023 school year saw significant change in
leadership as Nick Alchin took up his position, first as interim
and then as confirmed Head of College. We also welcomed
three new members to the College Leadership Team. By the
end of the year Madan Menon had completed his term as Chair
of our Board of Governors. We are most grateful to him for his
service over the difficult years of the pandemic.
The role of the Board of Governors is to ensure that the College
is run in line with our Mission, values and strategy. Governors
have a fiduciary responsibility and must also ensure that
the College has appropriate systems and processes in place
to both further its objectives today and safeguard what we
value for the future. As part of this responsibility, last year we
undertook a review of our governance practices resulting in a
revised philosophy of governance, Board Charter, Board Code
of Conduct, and Committee Terms of Reference. This work,
though behind the scenes, is essential for our College and its
ongoing success.
Volunteering is a feature of life at UWCSEA and the parent
community dedicates countless hours to support the College
in fulfilling our Mission. Thank you to all our parent and
community volunteers, to our Governors and Advisers to
the Board who work tirelessly to ensure that the College is
operating at the highest standards of governance, and to the
leadership, teachers, staff, parents and above all our students,
in whose service we all stand.
Sincerely,
Sulian Tay
CHAIR OF
BOARD OF GOVERNORS
MESSAGE FROM
2 | UWCSEA Community Report 2022/2023
Welcome to the Community Report for the 2022/2023
school year. Each year the Community Report tells a story of
community success and achievement, and last year was no
exception.
The 2022/2023 school year was my first as interim and then
confirmed Head of College. Over the years, as teacher, Head
of Department, Principal and Head of Campus, I learned
about our community in different ways. As Head of College,
I have now added the Board and Governors lens to my view
and now have an even deeper appreciation of our College.
Happily, at UWCSEA the views from our different lenses are
shared collaboratively and constructively, as we all come
to a better understanding of where our school is now, its
proud 50-year history and its possible futures. We are helped
enormously in this collaboration by our agreement on what
should be on the other side of the lens, regardless of which
one we are looking through: our students and our Mission. I
have never worked in a community where there is so much
care for students, alongside commitment to purpose.
There are few greater opportunities as a new Head than to
work with Governors to lead a strategic planning process,
and the process allowed me to meet with a wide range
of stakeholders and hear their aspirations for the College.
Dozens of consultative sessions and surveys generated
thousands of pieces of data to inform our thinking, and the
Strategy approved by Governors at the end of year contains
four Strategic Commitments:
• Exceptional People and Teams: We will attract, retain
and grow outstanding people and teams, and build our
organisational strength and capacity
• Immersive Learning: We will ensure that our students’
learning is rich in experiences, relationships, and
connections to people, places, organisations and ideas
• A Sense of Belonging: We will create and sustain a sense of
belonging for all members of our community, past, present
and future
• Curiosity and Exploration: We will leverage our sense
of curiosity and pioneering spirit to drive incremental and
disruptive innovation, and sustainable change
These Commitments will inform our strategic priorities each
year and ensure a whole College approach to our progress.
This progress will take place in a context where our starting
point will continue to be providing a world-class education for
our students and the fulfilment of our inspirational mission to
make education a force to unite people, nations and cultures
for peace and a sustainable future.
With that, much of what you read here will be familiar
from previous years—and that’s a good thing. The
College continues to operate at full capacity (we remain
oversubscribed in changing times); the IB results remain very
strong (and our students’ university placements are typically
impressive and diverse); and we continue to offer an amazing
number of trips, activities and service projects (probably
more than any other school in the world). In this report, you
will, therefore, see these details alongside stories of student
achievement and success, as well as a review of our Strategic
Plan 2018–2023. We hope these will give you confidence that
the College and our community continue to flourish under
our great mission.
Nick Alchin
HEAD OF
COLLEGE
MESSAGE FROM
"As a proud member of the UWC movement, what endures most of all is being part of something bigger than
us as individuals, bigger than an institution, bigger even than education: the chance to contribute to a more
peaceful and sustainable future for our children, and our children's children. This endures."
NICK ALCHIN, HEAD OF COLLEGE, UWCSEA
3 | UWCSEA Community Report 2022/2023
UWCSEA GUIDING STATEMENTS,
GOVERNANCE AND LEADERSHIP
5 | UWCSEA Community Report 2022/2023
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 Guiding Statements
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 that develops the Qualities, Skills and Mission
Competencies that enable students to live the Mission throughout their lives.
6 | UWCSEA Community Report 2022/2023
UWCSEA WELLBEING PRINCIPLES
Our culture of care creates a shared commitment to
cultivate wellbeing for all members of our community. While
we know that feelings of wellbeing are personal and vary
between individuals, the College is responsible for providing
the conditions for community wellbeing to flourish. This
includes opportunities to feel connected, autonomous,
and competent—for students, staff and parents alike—as
described here:
Connected: we feel connected when we feel known, heard
and cared for by others
Autonomous: we want to feel we can self-regulate our
actions, where possible, and make our own meaning of events
Competent: a sense of competence arises when we feel
effective and that we can continually develop craftsmanship
around our work
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-cognitve 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. Delivered
through a carefully crafted K–12 concept-based curriculum,
the elements are combined to provide our students with a
holistic education that develops them as individuals and as
members of a global society.
UWCSEA PROFILE
Students are given multiple, age-appropriate opportunities to
develop the following Qualities and Skills we have identified
as required to help to fulfil our Mission:
Qualities
Commitment to care
Principled
Resilience
Self awareness
Skills
Critical thinker
Creative
Collaborative
Communicator
Self manager
UWCSEA MISSION COMPETENCIES
Ultimately, we hope that when they leave the College our
students will be equipped with these competencies so that
they are able to enact our shared Mission to unite people,
nations and cultures for peace and a sustainable future
throughout their lives:
• Essential Literacies
• Interpersonal and Intercultural Understanding
• Peacebuilding
• Sustainable Development
• Self and Community Wellbeing
7 | UWCSEA Community Report 2022/2023
UWCSEA is a
member of the UWC
movement, a group
of 18 schools and
colleges around the
world supported by a
network of National
Committees, made
up of volunteers
in around 150
countries. The College
was opened on 15
December 1971 by
then Prime Minister
Mr Lee Kuan Yew and
is the largest UWC in
the movement.
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
3,119
Age group
4–18
East Campus, Singapore
Opened in
2008
Student population
2,808
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 2023 | UWC student population source uwc.org
8 | UWCSEA Community Report 2022/2023
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
4–19
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 Community Report 2022/2023
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
and Foundation act to further their
stated objectives, and that the College
and Foundation have appropriate
systems in place to properly account
for and safeguard the funds and assets
of the College and Foundation The
Board of Governors works closely with
the management and stakeholders of
the College to shape the vision, chart
the major directions, and oversee the
programmes and initiatives to produce
a strong and enduring impact for the
College in Singapore and beyond.
UWCSEA BOARD OF GOVERNORS
At the end of the financial year, the UWCSEA Board of Governors comprised 15
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 six committees:
• Audit and Risk: which oversees audit and risk matters
• Education and Talent: which sets and oversees education and talent
management strategies
• Engagement and Foundation: which is responsible for improving the engagement
and outreach of the College locally and globally, including the UWCSEA Foundation
(This committee also oversees the investment and disbursement of the funds of
The UWCSEA Foundation and thus has a minimum of one [and a maximum of four]
Independent Directors of The UWCSEA Foundation sitting on this committee)
• Finance and Infrastructure: which oversees the College’s finances and its physical
and digital infrastructure
• Governance: which is responsible for nominations and governance matters
• Committee of Chairs: which functions as a coordinating and management
committee among the Chairs of the Board and Committees
There are also Board approved ad-hoc working groups set up to address specific
issues; each with its own Terms of Reference and scope of works. These ad-hoc
working groups either report to a committee or to the Board directly. Once their
work is complete, the ad-hoc working group is dissolved.
Governors periodically re-evaluate the committee structure to ensure it is effective,
strategic and forward-looking.
The Board meets a minimum of 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 completion of the constitutional review and the outcomes and
deliverables of the various working groups which were set up to support this work,
the Charity Sector Administrator, approved the changes to the Constitution and the
revised Constitutions for UWCSEA and UWCSEA-East were duly lodged with the
regulators in April 2023.
A Philosophy of Governance Statement, Board Charter and Code of Conduct have
been duly introduced and launched. Terms of reference for all Board committees
were also renewed. This work underpins the strong foundations of governance that
will support the strategic work of the Board going forward.
These principles support the Board to govern with confidence, charting a path of
continuous improvement for the College, managing risk effectively and taking thoughtful
and reasoned action based on evidence and shared expertise. They are strengthened by
the Board’s willingness to review and reflect on its own progress and effectiveness.
The Board continues to carry out formal Board effectiveness reviews (per the relevant
policy), externally every five years and internally every year. This information is used
10 | UWCSEA Community Report 2022/2023
to assist in the planning and strategising for the following year’s agenda contributing
to the continued commitment to increased transparency and accountability.
Composition
The Board consists of three groups of Governors:
• Board Elected Governors and Members – The majority of Governors are
appointed by the Board itself through a rigorous selection process. Many Board
Elected Governors are parents of current students of the College. To ensure
the Board benefits from independent thinking, there may also be non-parent
Governors
• Ex Officio Governor and Member – the Head of College
• Community Elected Governors and Members – These Governors and Members
are elected directly by their constituencies and include two parent-elects and two
academic staff-elects, one from each campus
Governor Recruitment, Selection and Induction
Board Elected Governors are recruited through a robust process that responds to
clearly defined skill requirements necessary for the Board. Most candidates are first
appointed as Advisers to Board Committees, following the relevant policy guideline
in place; New Board Elected Governors are usually only selected from that pool of
Advisers who have previously served on a Committee. Appointments are based on an
assessment of the following factors:
• Professional skills and fit with Board
requirements
• UWCSEA Competencies
• Technical Competencies
• Governance Competencies
• Connections to Communities
• Board Effectiveness and Capacity
• Behavioural Competencies
• Impact on Diversity
• Nexus with UWCSEA; Conflicts
There is a comprehensive and thorough 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 one additional year of service, should they be appointed as Chair during their
tenure (a maximum of 7 years in total).
The College and the Board holds the Governors and Advisers to a high standard.
A self evaluation and 360 peer review is conducted at the end of each term (three
years for Governors and two years for Advisers). Governors and Advisers complete
a self evaluation which is then shared for 360 feedback with fellow Governors,
Advisers and members of the College Leadership Team, against the following criteria:
• Contributions to Strategic Board initiatives
• Board Effectiveness and Capacity
• Behavioural Competencies
• Impact on Diversity
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 make an annual
declaration 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 Code of Conduct
(which Governors are required to sign),
responsibilities set out in the Board
Charter and Confidentiality Agreements.
Commissioner of Charities
Oversight
In applying good governance practices as
corporate entities, the Board of Governors
has adopted best practices in key areas
of governance that are closely aligned
to the principles outlined in the Code of
Governance for Charities and Institutions
of a Public Character (the “Code”).
The Charity Council requires that charities
disclose the extent of their compliance
with the Code and has rigorous annual
reporting requirements. UWCSEA’s
Governance Evaluation Checklist Financial
Statements and Annual Reports can be
found via the Charity Portal website.
11 | UWCSEA Community Report 2022/2023
UWCSEA/UWCSEA-EAST/UWCSEA FOUNDATION BOARD MEMBERS
Heather Carmichael
Board Elected Governor
and Member
Chair of Education and
Talent Committee
Committee of Chairs
Yukiko Izumi
Board Elected Governor
and Member
Chair, Audit and Risk
Committee
Committee of Chairs
Priti Devi
Board Elected Governor
and MemberChair
of Engagement and
Foundation Committee
Committee of Chairs
Sajjad Akhtar
Board Elected Governor
and Member
Vice Chair and Acting
Chair from 1 June 2023
Chair of Governance
Committee
Committee of Chairs
Sharon Heller
Board Elected Governor
and Member
Education and Talent
Committee
Seng Chee Ho
Board Elected Governor
and Member
Education and Talent
Committee
Dimple Sanghi
Board Elected Governor
and Member
Chair of Finance and
Infrastructure Committee
Committee of Chairs
Sulian Tay
Board Elected Governor
and Member
Education and Talent
Committee
Finance and Infrastructure
Committee
Pamela Kelly Wetzell
Community Elected
(Academic Staff, East)
Governor and Member
Governance Committee
Kim Teo ’76
Board Elected Governor
and MemberEngagement
and Foundation
Committee
Governance Committee
Gayathri Nair
Community Elected
Governor (Academic
Staff, Dover) and Member
Engagement and
Foundation Committee
Daire Dunne
Board Elected Governor
and Member
Engagement and
Foundation Committee
Angel Wu
Community Elected
(Parent, Dover) Governor
and Member
Audit and Risk Committee
Nick Alchin
Ex-Officio Governor –
Head of College
Education and Talent
Committee
Engagement and
Foundation Committee
Finance and Infrastructure
Committee
Governance Committee
Jeff Plein
Community Elected
(Parent, East) Governor
and Member
Audit and Risk Committee
All information correct as at 31 July 2023.
12 | UWCSEA Community Report 2022/2023
INDEPENDENT DIRECTORS: THE UWCSEA FOUNDATION LIMITED
Kirtida Mekani
Jean Sung (appointed 10 February 2023)
Board resignations during the year
Leon Toh (resigned 11 August 2022)
Stefanie Green (resigned 18 November 2022)
Benjamin Detenber (retired at AGM on 19 January 2023)
Mark Porter (retired at AGM on 19 January 2023)
Jonathan Forth (resigned 19 May 2023)
Madan Menon (Chair) (resigned 31 May 2023)
UWCSEA BOARD ADVISERS
Rahul Raj (resigned 2 March 2023)
Chas Pope
Anthony Hodge
Brian Arcese
Penny Shone (appointed 9 December 2021)
Mara McAdams
Ijlal Naqvi
Don Stokes
Luke Furler (appointed 6 October 2022)
Betty Yang (appointed 16 March 2023)
Varun Dutt (appointed 6 October 2022)
Charmaine Chin (appointed 21 June 2023)
Neeti Jain (appointed 16 March 2023)
All information correct as at 31 July 2023.
The audited Financial Statements and full Corporate Governance reports for each campus and the Foundation are available on the Charity Portal: charities.gov.sg.
UWCSEA/UWCSEA-EAST/UWCSEA FOUNDATION COMMITTEES
Audit and Risk Committee
Yukiko Izumi, Chair
Jeff Plein
Anthony Hodge (Adviser)
Luke Furler (Adviser)
Betty Yang (Adviser)
Education and Talent Committee
Heather Carmichael, Chair
Seng Chee Ho
Nick Alchin
Sharon Heller
Sulian Tay
Ijlal Naqvi (Adviser)
Mara McAdams (Adviser)
Engagement and Foundation
Committee
Priti Devi, Chair
Gayathri Nair
Nick Alchin
Daire Dunne
Kim Teo
Kirtida Mekani (Independent Director)
Jean Sung (Independent Director)
Penny Shone (Adviser)
Varun Dutt (Adviser)
Finance and Infrastructure
Committee
Dimple Sanghi, Chair
Nick Alchin
Sulian Tay
Brian Arcese (Adviser)
Charmaine Chin (Adviser)
Governance Committee
Sajjad Akhtar, Chair
Nick Alchin
Pamela Kelly Wetzell
Kim Teo ’76
Don Stokes (Adviser)
Neeti Jain (Adviser)
Committee of Chairs
Sajjad Akhtar, Acting Chair
Heather Carmichael
Priti Devi
Dimple Sanghi
Yukiko Izumi
"We are facing unprecedented challenges driven by accelerating globalisation and technological
developments … Education needs to aim to do more than prepare young people for the world of work; it needs
to equip students with the skills they need to become active, responsible and engaged citizens."
FROM EDUCATION 2030: THE FUTURE OF EDUCATION AND SKILLS
13 | UWCSEA Community Report 2022/2023
UWCSEA STRATEGY 2018–2023
15 | UWCSEA Community Report 2022/2023
UWCSEA STRATEGY 2018–2023
During the 2022/2023 year, the College and campuses concluded the final year of the five-year strategy which was based on four
areas of focus.
Each campus continued with the projects that brought the areas of focus to life through different strategic projects. Some
projects were in their final year whilst others will continue and fall into the next strategic plan beginning 2023 - 2030. The Board
of Governors oversees progress through a report on specific strategic areas of focus at each of the four meetings during the year,
while the senior leadership teams monitor the detailed projects.
The following pages highlight the 2022/2023 outcomes of the campuses’ progress at the conclusion of the UWCSEA Strategy
2018–2023 in each of the four areas of focus.
UWCSEA STRATEGIC VISION (2018–2023)
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 the future of political, economic and environmental uncertainty.
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 Community Report 2022/2023
Education as a Force
At UWCSEA, we educate
our students to impact
on individuals and society
in accordance with the
UWC Mission. Educational
excellence infuses student
learning across all five elements of our Learning
Programme and balanced with a serious commitment
to wellbeing, helps to inspire our community to rich
experiences and high achievement.
Our innovation aligns with our values. We will take
scalable, safe-to-fail approaches to probe and test the
boundaries of our strategies and practices.
In our Learning Programme, we will seek to be inclusive
and diverse, in accordance with our definitions of
these concepts, and will recognise the importance of
intercultural competence.
Key developments during 2022/2023 school year:
Strategy E1: Extending Excellence
• significant preparation for Learning Support review to
follow in school year 2023/2024
• Review of the K–5 curriculum College-wide and in line
with review cycles to ensure it continues to meet the
changing needs of our youngest learners
• deep-dive into the Middle School (MS) curriculum with a
view to understanding and increasing interdisciplinarity
and making more connections between subjects
Strategy E2: Deliberate Innovation
• decision to retire IGCSE in August 2025 and focus on
continued expansion of the UWCSEA 9/10 Programme
• decision to partner with the International
Baccalaureate to develop an innovative new course
• comprehensive review and formalisation of the
assessment and feedback policy
• implemented an OEd ‘hub system’ giving students
more choice over their OEd adventure
Strategy E3: Diversity and Inclusion
• launched teaching for DEIJ with a culturally responsive
pedagogy
• created more opportunities for students to engage in
‘Positive Education’ practices
• opened a High School wellness and support centre on
Dover Campus
• appointed the College Senior DEIJ Lead and a team of
nine Designated DEI Leads
• completed extensive research into PSE curriculum in
preparation for PSE review (2022/2023)
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. 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
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 2022/2023 school year:
Strategy P1: Working for Peace
• finalised a review of the concept of Peace across the
curriculum and early stage preparations for writing an
updated curriculum began
Strategy P2: Sustainability as a Systemic Response
• conducted early stage reviews of service and
sustainability curriculum, to be continued into the
next school year (2023/2024)
• opened an experiential learning space on
East Campus where students can learn about
environmental stewardship, animal care, urban
farming and permaculture
• overseas trips resumed and were planned in accordance
with the new sustainability and feasibility framework
• created sustainability guidelines for Activities with
a framework for reviewing practices, partners and
supply chains
• UWCSEA East received a certificate from the NEA
for its participation in a pilot food waste for recycling
project (January 2017 to September 2023) in which
more than 126 tonnes of food waste was recycled
EDUCATION
AS A FORCE
PEACE AND
A SUSTAINABLE
FUTURE
18 | UWCSEA Community Report 2022/2023
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 2022/2023 school year:
Strategy C1: Strengthening our Community
• delivery of community focussed events including the
Family Festival and CultuRama on East Campus and
the Community Fair and UN Night on Dover Campus
• launched the Community Agreements and translated
them into 11 languages in support of the diverse
College community
• new strategy planning sessions were conducted and
included more than 20 community consultations with
parents, staff, students and alumni to form the key
areas of focus for the College in the 7–10 years ahead
• launched the Careers Programme, incorporating
alumni mentorship, internships and company visits, to
give High School students and young alumni access to
experiences in the world of work before graduation.
Strategy C2: Keeping People Safe and Well
• staff Wellbeing Working Group launched Staff
Wellbeing Principles in preparation for continuing this
work in 2023/2024
• new head of Risk Management was appointed and
began in role
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.
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.
We will establish decision-making processes and leadership
structures that enhance operational effectiveness while
retaining flexibility to adapt to changing circumstances.
Key developments during 2022/2023 school year:
Strategy S1: Ensuring Long-term Financial Sustainability
• accounting policies and procedures systematically
reviewed. External and internal audit systems fully
implemented
• moved towards coherent, integrated systems.
Restructured, consolidated teams, streamlined functions.
Implemented a full-fledged investment strategy
• new budget reporting process aligning to long
term financial goals and giving budget holders full
accountability
• standardised reporting, launched monthly budget reports
Strategy S2: Embedding Effective Systems
• planning for the new inquiry and application system
• all regulatory materials submitted on time and in
accordance with applicable regulations. UWCSEA was
awarded a Charity Transparency Award at the 2023
Award ceremony held in November 2023
Strategy S3: Establishing Effective Decision-Making
Structures
• new Heads of College, Dover and East Campus, and
CHRO began in role
• reviewed the Governance practices, established
Charter and Governance framework
• increasingly aligned roles across campuses e.g:
Learning Systems, Facilities
• invested in a policy platform, created a group of Policy
Administrators overseen by a Policy Leader; clear and
time-bound approach to policy management
A UNITED
COMMUNITY
OUR STRENGTH
AND CAPACITY