Issuu

Vision

Globally ready learners, daring to dream, confident to act, empowered to achieve.

Mission

WIS is a community of learners that builds on each child's strengths, drawing from our diverse local context and a rich international curriculum, to develop globally ready learners equipped to shape their future and achieve their dreams.

What we Value

Courage and resilience in embracing challenges.

Our compassionate, respectful, and collaborative community.

Commitment to excellence and quality education as life-long learners. Embracing diversity, culture, and international mindedness.

Our unique history.

Board

Report

Knowing the sense of purpose at WIS, there is confidence the school will continue to set itself ambitious goals

Message from

Guillaume Berthome

Our AGM marks an important milestone as we reflect on Woodford’s achievements, challenges, and strategic directions. 2024 has been pivotal year, where we benefited from a stable environment created by the efforts of previous boards to keep the school afloat during and after the global pandemic. This stability as enabled us to turn our sight toward the future, and to shift from a reactive to a proactive mode of operation.

I’d like to thank our board members for their invaluable time and expertise, which have guided the school toward its vision. Through our subcommittees, we have made tremendous progress.

Our Strategic Subcommittee has developed a comprehensive strategic plan that provides a clear roadmap to achieve our goals. Our Infrastructure Subcommittee completed the first phase of a fifteen-year master plan, analysing current infrastructure and advising future development, it has also overseen major capital projects like the new

fencing and other additions. Our Communications Subcommittee conducted a review to improve both internal and external communication. Our Governance Subcommittee led a gap analysis of

fencing and other additions. Our Communications Subcommittee conducted a review to improve both internal and external communication. Our Governance Subcommittee led a gap analysis of our policies and introduced a risk management approach to proactively assess and mitigate the risk profile of the school. And finally, our Finance Subcommittee has streamlined financial operations by aligning the fiscal calendar with our school planning, improving departmental fund management, budgeting, migrating to new accounting software, and introducing new policies to standardize processes.

I’d also like to highlight a couple of major undertakings spearheaded by our leadership team that are important to mention today. First, I would like to thank them as well as the entire Primary school for their outstanding work. The five-year International Baccalaureate PYP evaluation that took place in April 2024 received glowing remarks, reflecting on the dedication and the passion of Woodford’s staff. I want to express my sincere appreciation to Tom Dwyer our DHoS, and Sandi Stone our PYP coordinator, who have led a meticulous curriculum review across the entire school. This phenomenal piece of work, and the decisions that have been made following it have considerably strengthened the cohesion and depth of Woodford’s teaching. I’d like to extend my heartfelt thanks to Daniel Corrigan HoS and Lerric Tito our Technology Coordinator for the huge effort that they have undertaken to modernize the school’s technology and its digitisation, bringing 21 st century learning to our teachers and students.

Message from Guillaume Berthome

I would also like to acknowledge the school’s unwavering commitment to expanding its global focus and deepening its ties with international partners. It’s important to know that Woodford is a driving force of the Association of International Schools in the South Pacific (AISSP) which organised another Educators Conference in Fiji, attended by ten of our staff members. We are also incredibly proud of our Secondary Robotics Team which have competed for a second year in the First Global competition in Athens, Greece. And finally, Woodford’s partnership with the University of Melbourne Graduate School of Education has been yet another mutually beneficial endeavour.

I am truly grateful for our leadership team, who successfully launched Woodford’s fully funded scholarship program. The 2024 scholarships have been offered to two students who started in year seven and will be supported by the school until year twelve.

I would as well like to express my thanks to Daniel Corrigan HoS for his particular attention to the welfare of our staff, who have benefited this year from a pay increase, bus transport, Monday catered lunches, increased medical allowances, direct billing with two private medical clinics, free medical screening with the school’s nurse, Zumba classes, and the use of the school’s fitness centre.

Thank you, Daniel Corrigan, for your exceptional leadership. Your passion and commitment to fostering educational excellence, well-being, equity and diversity, empowerment, innovation, and a vibrant school culture has already made a profound and lasting impact on the lives of our students, shaping their growth, values, and futures in ways that will resonate for years to come.

Finally, on behalf of our board members, I want to take a moment to express my deepest gratitude to each and every member of our school community. Your dedication, hard work, and unwavering support make this school a place of growth and opportunities. It is the richness of our diverse backgrounds, cultures and perspectives, which create a vibrant and inclusive environment where everyone can thrive. So, let’s continue to work hand-in-hand and nurture this truly special school.

Guillaume Berthome | Board Chair

Board Report 2024

Comprehensive strategic plan

Infrastructure Master Plan

Major capital projects such as Fencing

Communication review

Led a policy gap-analysis

Introduced risk management

Streamlined financial operations

PYP evaluation

Curriculum review

Technology modernisation

Association of International Schools in the South Pacific

Robotics – First Global Competition

Partnership with the University of Melbourne Graduate School of Education

Launched Woodford’s fully funded

scholarship program

Improved workplace wellbeing

Financial

Report

Our school has recorded a strong financial position as we continue to progress towards our strategic plans

Message from Ron Prasad

I am pleased to present the financial report for 2024, highlighting the school’s strong financial performance and key developments over the year. Woodford International School recorded a profit of $2.7 million, allowing us to invest in critical infrastructure improvements, particularly in furniture upgrades and communication systems to enhance the learning environment.

To further improve operational efficiency, we have introduced Alma (SIS), a modern Student Information System, and Prospend, a financial management tool to optimize expenditure and resource allocation. These advancements will streamline our processes and support the school’s long-term growth and aspirations.

We remain committed to maintaining financial stability while continuously improving the quality of education and facilities for our students. Thank you for your ongoing support and trust in Woodford International School.

Ron Prasad | Treasurer

Financial

The school has returned a surplus of $2.7M SBD for 2024

This year we successfully implemented additional online workflow systems, funded permitter fencing, staff raises and additional benefits, acquired more Chromebooks and laptops for teaching and learning, and classroom supplies for the next school year.

Campus

WIS events and extra curricular are on mission to enhance campus life for children to learn and grow holistically alongside academics.

Sports Day

Movie Nights

Disco Nights

Night Market

Secondary Camp

Campus Life 2024&Events

International Day

End of Year Concert

Woodford’s Got Talent

Mother’s & Father’s Days

Breast Cancer Awareness Tea

Nationalities make up

represented

60%

350+Students

1:16

AVERAGE TEACHER TO STUDENT RATIO

2024 Highlights

A year that included a higher regional profile for WIS, and enhancements in a variety of strategic areas for continuous improvement.

Message from Daniel Corrigan

As we reflect on 2024, I am filled with immense pride and gratitude for the collective efforts that have contributed to the success of our school over the last year. It has been a year of transformation, resilience, and continuous learning, with some large projects and changes that continue to shape our journey for continual improvement.

First and foremost, our teachers have been instrumental in fostering an environment that challenges each student to reach their full potential, while showing unwavering dedication to nurturing a love of learning. This has lead to growth in student achievement and our overall improvements in program delivery, while pushing boundaries of what education can be in the Solomon Islands.

In 2024, we put a strong focus on enhancing various backend systems, which saw WIS implement a student information system (SIS) for overall collation of demographic information, attendance, incident reporting, report cards, transcripts, and numerous other record keeping features to enhance workflow. Our financial approval processing also was improved with migration to a new software and implementation of ProSpend to limit errors in approvals from the respective carers of various budgets.

Technology and WIS facilities saw great improvements with the addition of 50 more laptops on campus, an entirely new WiFi network with faster speeds at a lower cost, CCTV, and the much needed perimeter fencing and signage.

One key important focus was in overall remuneration and wellbeing opportunities for our staff who persevere daily in driving strategic initiatives forward. We were delighted to implement 5% and 15% raises, free catered lunches, free fitness classes, training/fitness room on campus, medical allowance increase, basic initial medical consultation onsite, option for staff transport on two new WIS buses, and continuation of professional development opportunities amongst like international schools and colleagues in the region.

Our PYP Programme went through its five-year evaluation, which brought a team from the International Baccalaureate (IB) to review all planning documents, units, and overall implementation of our framework and curriculum. Over the course of the week, they met with teachers, leadership, parents, and students, while also observing classes. The final report was overwhelmingly positive with glowing remarks. Within our secondary, new elective offerings were chosen for implementation, along with new pathways for Cambridge certification for students. Additionally, a curriculum review began for further enhancements to cater for the needs of our senior students.

Message from Daniel Corrigan

With a mission to develop future-ready global learners that impact the world wherever their next steps may be beyond WIS, our work towards continual improvement is never done. As you read through this report, the initiatives, progress, enhancements, and achievements of 2024 are something to be proud of for all stakeholders, while we also strive to continue with progression inside and outside the classroom across a wide array of student-centered approaches to fill the WIS learning experience to its full potential and a leader within the region.

As we move into 2025, we are energized by the progress we have made and the opportunities ahead. Our commitment to innovation and excellence remains steadfast, and we will continue to adapt and evolve to meet the needs of our students and become a leader in education within the Pacific. We are excited to build on the foundation we’ve established and continue to enhance the teaching and learning process for all within our community for the upcoming year.

As a community working together and actively supporting our mission and vision, we are grateful to our parents, staff, board members, and friends who come alongside to partner with us in bringing up the next generation. Your participation amongst our WIS family makes a significant impact in the lives of our students and the future of Woodford International School. You are what makes WIS a wonderful place to learn and work!

Daniel Corrigan | Head of School

What we have achieved

New perimeter fencing, gates, and signage.

Represented the nation at the First Global Robotics Competition in Greece.

50 new additional laptops.

Added a class set of devices to MS.

Created and staffed an additional position for a School Nurse.

Addition of HS study lab.

Added CCTV throughout campus.

Added two WIS buses.

WIS Fitness Centre through community partnership.

Enhanced and faster wifi at a much lower cost.

New student information system (SIS), Alma, for better streamlining of workflow.

Updated emergency procedures, protocols, and system.

Successful IB PYP evaluation for five-year recertification

Successful second PD conference of the Association of International Schools in the South Pacific (AISSP) for enhancing teacher growth and regional networking.

Enhanced our overall profile within the region and amongst like-minded schools.

What we have achieved

Strong progress on our five-year strategic plan.

Updated child protection framework & staff training, as well as first-aid training for all.

Updated online financial systems, workflow, and approval processing with ProSpend.

Increased staff benefits to include...

5% followed by an additional 15% raise.

Increased medical allowance by 50% annually.

Direct medical billing with partnered clinics.

Free catered lunches every Monday.

Transport option on school vehicles.

Free onsite medicals and malaria testing.

Free Zumba classes.

Free gym training.

UP S 2028 STRATEGIC ur TOWARDS PLAN

1.1.1

Received government approval for Cambridge IGCSE and ALevls to satisfy Solomon Island university scholarship, which allows our senior school to phase out forms 6 and 7 and allow secondary teachers to not be inundated with teaching two curricula.

1.2.1

Developed and implemented a new evaluation and observation process for teachers and leadership that includes specific look fors, self-assessment, reflection process, and debrief with respective supervisor on progress.

1.4.1

Began to increase our internationally hired staff with the addition of a secondary instructional coach in 2023 and two newly accepted international hires to start in 2024 as a Deputy Head of School and a Primary Teacher.

1.4.3

Approved a 5% cost of living adjustment in 2023 for all contracts that begin in 2024 in an effort to recognise higher personal costs of staff and a necessary wage increase to maintain the same standard of living.

1.4.2

Gained approval from the Ministry of Finance and IRD to reduce the income tax burden on a limited number of internationally hired staff to better allow us to be more competitive on the international school recruitment platforms.

1.5.1

LEAD IN ACADEMIC EXCELLENCE

Improve educational results and better reflect our vision of producing globally ready learners through a programme that embodies excellence and international-mindedness

1.5.2

STRENGTHEN PROCEDURES

Develop central policies and frameworks for faculty, students, and families, with clear/concise expectations and procedures that promote a safe and supportive learning environment.

2.1.1

The parent, and employee handbooks were updated with input from the leadership team and a new overall design. Updates to overall guidelines, expectations, chain of command, family partnership, etc. were done. This was published electronically on our website, in several weekly communications, as well as in print form available within the main office.

2.1.3

In coordination with increased technology use and infrastructure, a new technology use handbook was adopted in January 2023 outlining procedures for all stakeholders (students, staff, parents, and guests) using WIS owned devices or personal devices on our network. This was published electronically on our website, in several weekly communications, as well as in print form available within the main office.

2.1.2

A student handbook was created in January 2023 (as there has not been one before), following the same design flow as the other handbooks. This was published electronically on our website, in several weekly communications, as well as in print form available within the main office.

2.2.1

A detailed behaviour management plan has been rolled out and adopted within the newly created student handbook. It outlines specific details on behaviour expectations, a tiered consequence system for offenders, codes of conduct, its process of implementation through interventions, restorative approaches, and definitions for clarity.

2.2.2

Established a positive reinforcement approach within our secondary school that allows students to obtain “Gotcha Cards” and redeem them for rewards. These build upon our behaviour management plan and encourage/reinforce positive behaviour amongst our students.

2.3.3

Implemented a new purchase request system and procedure through ProSpend that allows staff to electronically submit a purchase request, have it approved by the respective supervisor, and sent to finance for raising the purchase. This all syncs directly to MYOB and limits over expenditure on any one budget line, as well as more accurately aligns purchases.

2.3.1

Built and began utilising a student information system for demographic data, contact info, and attendance. This allows for one central system within our workflow.

2.3.2

Upgraded our finance system from MYOB Lite to MYOB AccountRight for better streamlining of invoicing and receipts, as well switched to their webbased server for anytime access.

2.3.4

Developed a backend staff portal to the WIS website that allows for the housing of various staff related documents and submission requests such as leave forms, medical forms, etc.

STRENGTHEN PROCEDURES

Develop central policies and frameworks for faculty, students, and families, with clear/concise expectations and procedures that promote a safe and supportive learning environment.

2.4.1

Emergency procedures have been updated at the start of 2023 with input from the Australian Federal Police. This has included fire, tsunami, earthquake, and civil unrest procedures, along with traffic flow and parent pick-up protocols. Procedures have been published and communicated with staff and families.

2.4.3

Implemented an emergency mass texting platform to notify parents in the event of an emergency with immediate notice.

2.4.4

Created, printed, and implemented staff ID badges to quickly recognise the adults on staff at WIS, as well as a visitor sign-in process that includes showing ID, a visitor pass, and keeping gates locked throughout the instructional times of the day.

2.5.2

The Student Council has proposed and led the way for specific changes within our Tuck Shop that has brought in a new vendor, Lokol Fusion Cafe, after a student taste testing and formal agreement.

2.4.2

An emergency alert system has been approved and installed on campus that can be heard within all classrooms and across the entire area of the property for fire, tsunami, duck-and-cover, and all emergencies necessary.

2.6.2

All new hires and volunteers are now mandated to submit a police clearance prior to working at WIS and with our students.

2.5.1

Established a new student-led publication, The Drum, that allows for students to channel ideas for reform within their realm, as well as publish happenings around campus from their point of view.

2.6.1

The child protection framework has been updated near the end of 2022 with the suggested protocols from the Council of International Schools (CIS) and the United Nations International Children’s Emergency Fund (UNICEF). Publication on our website and notification to staff occurred near the end of 2022.

2.6.3

Created and began utilising a child protection report form that allows staff to submit a notice of concern in regards to child maltreatment, and follow up appropriately within our child protection framework.

3.1.1

Developed and formed the Association of International School in the South Pacific (AISSP) - which hosted its first annual conference in Suva. The schools that are pooling resources together to bring annual PD to the region include Port Moresby International School, International School of Suva, International School of Nadi, Port ...

3.1.1 (continued)

...Vila International School, Woodford International School, and James Cook International School. The first annual PD conference revolved around international mindedness, technology integration, child protection, and inclusion. AISSP will continue to broaden its scope annually, as well as have formal communication channels for teachers in the region to share successes.

3.1.2

We have tapped into utilising the expertise of parent volunteers, most recently specialists with training in psychology to offer on-camus multipart PD workshops for all staff on emotional and behavioural support of students to better implement tiered approaches to intervention.

3.1.4

We have formed an official partnership with the University of Melbourne Graduate School of Education to host a rotation of Master's degree professionals at WIS for a mutually beneficial professional experience. Each cohort will work alongside Woodford teachers in line with their specific content that will allow them to both obtain and provide skills in their teaching practices.

3.2.2

3.2.1

Installed reliable and fast WiFi across campus that has the most users on a WiFi network on any given day than any other business or institution in the country. The system allows for guest logins and better firewall protection for our network.

Purchased new Lenovo laptops for all staff that allows for seamless workflow and collaboration when attending meetings and/or common planning times with teams. Teachers previously had a stationary desktop in their classroom.

FUTURE-READY LEARNING

CAPABILITIES

Establish and modernise a learning environment that allows for better implementation of 21st century learning tools, resources, and pedagogy.

3.2.3

Purchased TVs for every classroom and meeting room to be used for projection purposes while implementing technology into units and lessons. WIS only had two projectors PreK-12 to be signed out prior to this.

3.2.5

Implemented a Bring Your Own Device (BYOD) policy within the middle and high schools that allow students to use the device of their choice on our network.

3.2.4

Installed refurbished laptops throughout the primary computer lab to upgrade the previous system of NComputing, as well as the addition of multiple Chromebooks within each primary classroom.

4.4.1

Implementation of conducting a twice annual 360 degree feedback survey for all staff to provide insight across the school in facilities, finance, HOS, supervisors, Board of Directors, etc.

4.3.1

Established a new student-led publication, The Drum, that allows for students to channel ideas for reform within their realm, as well as publish happenings around campus from their point of view.

4.4.2

Developed a formal induction and welcome week for new international arrivals to integrate to life in Honiara and at WIS.

FUTURE-READY LEARNING

CAPABILITIES

Establish and modernise a learning environment that allows for better implementation of 21st century learning tools, resources, and pedagogy.

Strengthen and embody a school culture that values people and fosters caring, positive, and respectful relationships between students, staff and our community.

5.2.1

5.3.1

5.2.2

We have partnered with Dreamcast Theatre to support our drama classes and allow students to participate in community productions that Dreamcast is involved in.

5.2.3

Australian Federal Police have partnered with WIS on projects that are mutually beneficial for their training of local police, as well as for our students to be better informed with their work and possible career paths.

5.2.4

New and continued partnerships with government ministries and local businesses such as Grace Boutique, Solomon Airlines, BSP, local farms, Fisheries, etc. for field trips and hands-on learning experiences.

5.3.2

5.4.1

Developed a space within the WIS website that allows for alumni to share stories of where they are now, and read those of their peers.

5.4.2

Designed WIS alumni gear that is available for purchase worldwide for previous WIS students.

5.5.1

The secondary school has drived a green project initiative where houses across the school work on changing the culture around waste in our surrounding community. This will undertake creating tangible change within communities that will help our students understand why people do not properly dispose of waste, while also creating long-term solutions.

CONNECT COMMUNITY

Establish and foster positive relationships and partnerships that build a vibrant, connected community.

SECURE OUR FUTURE

Create, improve, and communicate clear financially sustainable conditions to secure the long term future of the school and to maintain WIS’ position as the leading school in the Solomons

6.1.1.

Preliminary discussions already underway and how current tuition rates and expenditure will allow for a proper division for capital projects.

6.2.2

Implemented an asset registry across the school for facilities, technology, etc.

The implementation of ProSpend, our new purchase request system, allows purchase request, have it approved by the respective supervisor, and purchase. This all syncs directly to MYOB and limits over expenditure on any one budget line, as well as more accurately aligns purchases with the

6.2.1

Each department and division has been allocated a specific budget based on overall expenditure and need, versus previously only having one lump sum that did not distribute allocated amounts amongst departments or divisions. These have been done alongside the finance team in accordance with future projects and operational needs.