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GOVERNANCE, LEADERSHIP AND OWNERSHIP
Standard B1 (Core). The respective roles and responsibilities of governance and/or ownership and leadership are suitably defined in writing, respected in practice and aligned with the CIS Code of Ethics to enable the sustainable development of the school.
MET
B1_Constitution and By-Laws - Rev 002The Board's Constitution defines the governance structure, responsibilities, and decision-making processes. Recently revised to reflect the shift from sole proprietorship to partnership, it establishes an ethical leadership framework that promotes transparency, accountability, and continuity. The Board minutes and School Commercial Registration reflect these decisions, supporting the school’s sustainable development. B1
The Board's Policy Manual outlines the Board’s governance procedures and key school policies. It clearly defines leadership roles, particularly the responsibilities of the Head of School and Principals, ensuring effective decision-making, accountability, and alignment with the school’s guiding statements. B1
Proposed school Organizational Chart rev, 10 Oct 2024.pdfThe School’s Organizational Chart visually outlines the hierarchy and reporting relationships within the institution. It ensures clarity in roles, responsibilities, and decision-making processes, particularly between the Board of Directors, school leadership, faculty, and staff. Reflecting the change in governance and leadership structure is the new role of Vice Chairman. B1
Standard B2 (Core). The head of school is empowered to be the educational leader and in partnership with the governors and/or owners has clearly defined responsibility and accountability for student learning, well-being and global citizenship, and the culture of the school as a whole.
MET
B2_Role Description of Head of School 2.pdfThis evidence shows that the Head of School has clearly defined responsibilities for student learning, well-being, global citizenship, and school culture. In partnership with the Board, the Head of School leads educational initiatives and strategic goals. The collaborative structure ensures accountability in these areas, fostering integrated leadership that supports the school’s sustainable development and mission. B2
Standard B3 (Core). The governors and/or owners and leaders ensure there are educational and financial plans to support the school's viability and implementation of the guiding statements and these plans are appropriately communicated to the school community.
EXCEEDED
B3_Budget Plan for IB Program implementation.pdfThe IB continuum budget plan allocates funds over a 5-year period for the evaluation and implementation of the International Baccalaureate program. This includes resources for both the initial setup and ongoing assessment, ensuring continuous professional development, curriculum integration, and the long-term sustainability of the program. B3
APG School's implementation of the full IB Continuum, approved by the Board in 2022, is a key item in the Board's meeting agenda. With strong financial management and healthy cash flows, the program's long-term sustainability is assured. Regular updates from the Board also keep the school community well-informed about the program's progress and the school's overall financial health. B3
Domain B Summary
What are we doing well?
The roles and responsibilities of the governance, ownership, and leadership team are well defined.
The Head of School is empowered and fully supported.
All school initiatives are also fully supported logistically and financially to ensure the viability and implementation of the guiding statements.
What recent improvements have taken place in this domain?
Addition of the Vice Chairman in the governance structure.
Change in the commercial registration from sole ownership to partnership.
Redesigned organizational chart to reflect the current school governance and leadership structure.
What are our plans for further development?
Establish a system of collecting stakeholders' feedback on the effectiveness of school governance and leadership.
Restructure the organizational chart to reflect further changes the school plans to make in the coming year.
The distinctive thrust of school education will be more pronounced in the planned new organization chart.
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