Education

Any information regarding schools in Thailand.

Rape

A conference was held at Shangri-La Hotel Chiang Mai, which was themed “Rape and Sexual Assault Survivor Handling Conference”. The conference was supported by the British Embassy Bangkok and the Foreign and Commonwealth Office (FCO) UK partner, Glasgow & Clyde Rape Crisis Centre.

Thailand is a popular international tourist destination which like any country experiences some incidents involving tourists. This conference was held to highlight problems and disseminate solutions and best practices for the many agencies involved in assisting victims. The focus of the conference, was on rape and sexual assault and how the police, Tourist Assistance Authority, medical staff, consulate staff or counsellor’s respond to victims.

The British Embassy announced that over the past few years there had been over 40 cases of rape of UK nationals in Thailand reported to the Bangkok Embassy, averaging around 15 cases per year. According to The Crime Survey for England and Wales, 83% of rape victims do not report their rape, which means the actual number must be much higher.

The Embassy stressed that Thailand is still a safe destination to travel. According to Derek Johnstone, Vice Consul at British Embassy Bangkok, “The British embassy does not want to portray Thailand as a dangerous country to visit, but that there are victims of crime in all countries, not only in Thailand. The important thing is working with the host country to ensure that any victims are treated sensitively”.

This has meant that the Embassy has had to deal with an increasing number of incidents which has led it to focus on two things; that of informing British tourists of safety and prevention measures as well as taking care of survivors.

Chiang Mai was the first city in Thailand to launch an initiative establishing structured procedures to support travellers in collaboration with multiple local agencies. As more stakeholders join the expanding network, it is crucial for the collaboration to be efficient and effective. The Embassy is acting as the centre for such collaboration between the US Consulate General, the Tourist Assistance Centre (TAC), police and hospital One-Stop Crisis Centre (OSCC).

The conference, Rape and Sexual Assault Survivors Handling was aimed at educating those agencies as to how to treat survivors in appropriate ways to avoid unnecessary trauma. First responders to rape incidents were told that the most important thing to establish upon contact with a rape survivor was their physical safety and wellbeing. They should not bombard victims with questions which may confuse them and if the victim was injured physically or mentally it was important to offer them a safe shelter and create some distance between the survivor and perpetrator and for officers to make them feel secure. Most survivors do not know what to do or how to react following the incident and they can be very unstable emotionally. No added stress must be put on them and questions and comments should be kept simple, such as, “Just take your time; there is no need for you to tell me anything you do not feel comfortable with,” or “Sounds as though you have been through a really tough time”. Here in Chiang Mai, the tourist police tend to be the first responders, and it was important that that there were female officers and interpreters present so as not to intimidate or scare the victim. Counsellors should also be provided as soon as possible.

The British Embassy is highly committed to this issue and conducts has conducted training sessions with the U.S. Embassy, Australian Embassy and New Zealand Embassy in Bangkok. This week it has also held training sessions in for staff in various provinces across Thailand, especially those which receive high numbers of tourists such as Pattaya and Phuket.

At the end of the conference, Vice Consul Derek Johnstone said, “The next phase is to conduct more training sessions with multiple agencies across the country “.

Background: 1 million British tourists travel to Thailand each year and over sixty thousand live as expatriates on a long term basis. The consular team in Bangkok responds to over 1500 consular cases per year. Between June 2016 and June 2019 the Consular Section Bangkok assisted 40 survivors of rape and sexual assault. This is 4.2% of global cases (962) for the same period. Consideration should also be given to the number of survivors of rape who do not inform either the Police or the British Embassy about their attacks. The Crime Survey for England and Wales (CSEW) which records the propensity of survivors to report such crimes showed that around 83% did not report their experiences to the police. (U.K. Embassy in Bangkok)

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First thing in the morning after you open your eyes you start thinking of the problems you have (same old story in your head).

“I don’t like my job my boss is an idiot.”

“I hate my tummy it’s just hanging there.”

“I am never going to get married and will end up being alone.”

Then you drag your exhausted body out of bed, take a shower, and rush to work. By the time you get to work you’re too busy answering emails because that what you do first thing.

You probably don’t have time to eat breakfast because you always rushing to work (you thought who eats breakfast anyway).

Lunchtime comes you kind of hungry you grab a quick bite and another coffee to keep you alive before 3pm.

In the evening you go to the gym because you want to get back in shape. You kill yourself in the class kind of punish yourself to make it up for the guilt that you think you eat too much and now you’re fat.

By midnight your eyes still wide open, a mix of hungriness and some posts that you saw on FB or a photo of this “slim girl” on IG that make you feel bad with yourself, then you think about your boss and your colleague at work, still can’t sleep at 1am might have a look at email on my phone a bit then you fall asleep by 2am.

Your alarm wakes you up at 6am, you push the snooze button because you just want to sleep a bit more. But it’s time to wake up and you have to start everything all over again.

Is this the life you really want?

Stress will never be out of our life because it’s a part of life. Actually, a bit of stress can push us to start doing something about it, to ask for help, to change how we eat, to start doing exercise. But most people have too much worry, too much stress. We think of what would happen in the future which most of the time it’s never going to happen.

The only moment that is real, that you can have, that you can enjoy is this present moment here is now. You can’t turn back time and fix your past, and you can’t keep worrying about the future which hasn’t happened yet.

Worrying is using your imagination to create something you dont want.

Worry is in your head; you might keep telling yourself the same story what happened in the past or what might never happen in the future.Worry is helpful only if leads to change, not if it turns into obsessive thoughts. There’s nothing in this world can trouble you, as much as your own thoughts.

Stress affects your body. When you worry too much it creeps to your body not just the thought in your head anymore. You might start to see some of these signs; headache, diarrhoea, or even throw up.

Anxiety happens in your mind and body. Not only you’re a prisoner of your own thoughts but a slave of your life.

Let me tell you this story. Once a psychologist walked around a room while teaching stress management to an audience. As she raised a glass of water, everyone expected they’d be asked the “half empty or half full” question. Instead, with a smile on her face, she inquired” How heavy is this glass of water?”

Different students gave different answers. She replied, “The absolute weight doesn’t matter. It depends on how long I hold it. If I hold it for a minute, it’s not a problem. If I hold it for an hour, I’ll have an ache in my arm. If I hold it for a day, my arm will feel numb and paralysed. In each case, the weight of the glass doesn’t change, but the longer I hold it, the heavier it becomes.”

She continued, “The stresses and worries in life are like that glass of water. Think about them for a while and nothing happens. Think about them a bit longer and they begin to hurt. And if you think about them all day long, you’ll feel paralysed - incapable of doing anything.” It’s important to let go of your stress after a particular time.

So how long have you been holding this glass now

I believe the easiest and cheapest way to reduce stress is exercise. You need to start moving your body. All the thought in your head the more you think about it the more energy you give to it. Just get outside, go for a walk, meditate or journaling helps a lot too. Start putting good nutrients into your body.

For meditation, you just have to sit comfortably and focus your attention on every in and out breath. Our breaths are born and die with every moment and they only happen in the now. When your breathing stops, now will also cease to exist.

If your mind drifts away from your breaths, gently bring it back and return your focus to where it should be. Do this simple meditation every day start from 5 minutes if you’re new then increase the time to 20 minutes. I’ve been practicing meditation for 30 mins everyday my goal is to add up to 60 mins at the end of this year.

As you become accustomed to focusing on your breaths, it will become progressively easier to stay in the now. Your mind will become less distracted by haphazard thoughts and memories. By being able to focus on this moment, you bring greater awareness to your everyday life.

When there is full awareness, mental walls slowly break down. Instead of being limited by your conditioned way of thinking, you live life spontaneously and act according to the needs of each moment instead of living in the past or future.

Take home message. My trick which works most of the time is to know that eventually you’re going to die, we all are. You’re on this earth for a limited of time so you better start enjoy it because when you’re gone none of this would matter anyway.

Saree Jitta has helped hundreds of women regain self-love and self-confidence through her popular Superwomen Wellness System. Her inspiration came from her struggle and triumph over emotional eating and trauma which now has allowed her to help others transform. Schedule in for a complimentary consultation via [email protected] or find out more at www.sareejitta.com

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As a father of two daughters, I have spent a long time thinking about how schools can limit or empower students, particularly young girls. We have all heard of the stereotypes and it is so sad that the following phrases are still heard in many schools:

“Dance is just for girls.”

“Physics is a boys’ subject.”

“Girls/boys are no good at…”

It is even more disheartening to see that this language often does not only come from children but also from adults who commonly do not question what they are saying or the effect it may have. This can be seen in the use of phrases like “You throw like a girl!” which is internalised by both girls and boys from a young age and sets children on the path of believing that ‘girls are not as good as boys at sport’. What a terrible lesson!

Of course, we would never purposefully limit our children, but we often unknowingly limit them by using language that tells them that boys have certain skills and girls have others. By not challenging lazy use of language or by allowing passive acceptance of stereotypes, schools run the risk of stopping children from pursuing what they are interested in. For example, a boy who believes that dance is overly feminine may feel too self-conscious to try that ballet class, and a girl who feels that Physics is not open to girls will not try her best in it, as she will feel that she cannot succeed without gargantuan efforts.

This is why King’s Bangkok places pastoral care, the care for the wellbeing of individuals, at the heart of everything we do. By providing an environment in which students feel able to access every activity or subject open to them, we truly feel that they will be able to follow their passions and reach their full potential. This takes a huge amount of work. During our recent staff induction process, we ran sessions designed to openly examine and question the inbuilt biases that we all hold. Challenging our own thoughts and getting students to think about the language that they use are two big steps in breaking down barriers.

Our next step is working with parents to help them see that the language used at home is just as important. We are lucky to have thoughtful, reflective and kind parents who want to work with us in supporting their children to be happy and successful. We are confident that we will work together to ensure that dance is for everyone, that Physics is a subject for all and that we recognise that we all have strengths and weaknesses but understand that these are individual and not dictated by our sex.

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The pandemic of 2020 meant that an alternative to GCSE and IGCSEs had to be found. Young people survived and were none the worse. Maybe this is the best time to stop, think and find an alternative to these outmoded assessments. 

Sitting examinations at 16 is tough. Whilst most other parts of the life of the 16 year old are in state of flux or confusion, British society determines that this is the best time to decide how clever you are.

Impulsive, moody, lacking good judgment, anxious and at times downright dangerous, teenagers can often be hard to handle. Research abounds about the issues associated with the risk-taking, teenage brain and even if we don’t read the research anyone the other side of 17 will know at least some of the problems by cast back their minds to their behaviour and that of their friends. Normally these will settle down as we get older but at 16 we tend to be in the thick of all sorts of changes. 

Some of this is biological. Cognitive processes including planning and reasoning become the responsibility of the prefrontal cortex as we leave our teens but they can still be the business of our more primitive subcortical and limbic structures. In essence as teenagers were are just not able to see ourselves objectively and in the way others see us. We cannot always think abstractly outside of ourselves and we are not always aware of the consequence of our actions. So why choose this time to do do potentially life changing exams?

Every May and June, all the 16 year old pupils across the UK and in thousands of international schools sit the same or similar exams on the same days and then they wait until the end of August for the results. Over the years the grading have changed many times and will probably change again. There will be comments on standards, on how many top grades there should be, on whether they are easier or harder; experts will give opinions about what it all means for industry, for Britain, for schools but every year one question will remain unanswered. What is the purpose of GCSEs? 

16 isn’t a time in life where society decided to make big decisions about any other aspect of a relatively young life but we make it the first big sort out of academic ability. Not everyone is ready to do them and many do very badly even if they would have shone a few years later. Times have changed but this old fashioned weigh station has not. Now all 16 year olds stay in school or some other form of education for another two years after these tests. We no longer need this the great academic Sorting Hat that replaced O Levels in the 1980s. 

When we learn to drive we do an exam. One exam when were are ready to be classed as able (or not able) to drive. If we fail it we can do it again. We do not do one driving test when we have done some of the lessons, then another one later on. If we are to drop a subject at 16 then an exam is a must. However if a pupil is to study subjects at A Level or Scottish Higher they still have to do exams at 16, then exams again in the same subjects about 20 months later. It seems wrong. We should do exams like we do other important tests - when we have finished studying the subject and are moving on. 

With change forced upon us in the pandemic maybe the education system should move on too with more learning and less testing. 

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by  Daniel Goleman and  Richard E. Boyatzis

Esther is a well-liked manager of a small team. Kind and respectful, she is sensitive to the needs of others. She is a problem solver; she tends to see setbacks as opportunities. She’s always engaged and is a source of calm to her colleagues. Her manager feels lucky to have such an easy direct report to work with and often compliments Esther on her high levels of emotional intelligence, or EI. And Esther indeed counts EI as one of her strengths; she’s grateful for at least one thing she doesn’t have to work on as part of her leadership development. It’s strange, though — even with her positive outlook, Esther is starting to feel stuck in her career. She just hasn’t been able to demonstrate the kind of performance her company is looking for. So much for emotional intelligence, she’s starting to think.

The trap that has ensnared Esther and her manager is a common one: They are defining emotional intelligence much too narrowly. Because they’re focusing only on Esther’s sociability, sensitivity, and likability, they’re missing critical elements of emotional intelligence that could make her a stronger, more effective leader. A recent HBR article highlights the skills that a kind, positive manager like Esther might lack: the ability to deliver difficult feedback to employees, the courage to ruffle feathers and drive change, the creativity to think outside the box. But these gaps aren’t a result of Esther’s emotional intelligence; they’re simply evidence that her EI skills are uneven. In the model of EI and leadership excellence that we have developed over 30 years of studying the strengths of outstanding leaders, we’ve found that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.

There are many models of emotional intelligence, each with its own set of abilities; they are often lumped together as “EQ” in the popular vernacular. We prefer “EI,” which we define as comprising four domains: self-awareness, self-management, social awareness, and relationship management. Nested within each domain are twelve EI competencies, learned and learnable capabilities that allow outstanding performance at work or as a leader (see the image below). These include areas in which Esther is clearly strong: empathy, positive outlook, and self-control. But they also include crucial abilities such as achievement, influence, conflict management, teamwork and inspirational leadership. These skills require just as much engagement with emotions as the first set, and should be just as much a part of any aspiring leader’s development priorities.

Esther is a well-liked manager of a small team. Kind and respectful, she is sensitive to the needs of others. She is a problem solver; she tends to see setbacks as opportunities. She’s always engaged and is a source of calm to her colleagues. Her manager feels lucky to have such an easy direct report to work with and often compliments Esther on her high levels of emotional intelligence, or EI. And Esther indeed counts EI as one of her strengths; she’s grateful for at least one thing she doesn’t have to work on as part of her leadership development. It’s strange, though — even with her positive outlook, Esther is starting to feel stuck in her career. She just hasn’t been able to demonstrate the kind of performance her company is looking for. So much for emotional intelligence, she’s starting to think.

The trap that has ensnared Esther and her manager is a common one: They are defining emotional intelligence much too narrowly. Because they’re focusing only on Esther’s sociability, sensitivity, and likability, they’re missing critical elements of emotional intelligence that could make her a stronger, more effective leader. A recent HBR article highlights the skills that a kind, positive manager like Esther might lack: the ability to deliver difficult feedback to employees, the courage to ruffle feathers and drive change, the creativity to think outside the box. But these gaps aren’t a result of Esther’s emotional intelligence; they’re simply evidence that her EI skills are uneven. In the model of EI and leadership excellence that we have developed over 30 years of studying the strengths of outstanding leaders, we’ve found that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.

There are many models of emotional intelligence, each with its own set of abilities; they are often lumped together as “EQ” in the popular vernacular. We prefer “EI,” which we define as comprising four domains: self-awareness, self-management, social awareness, and relationship management. Nested within each domain are twelve EI competencies, learned and learnable capabilities that allow outstanding performance at work or as a leader (see the image below). These include areas in which Esther is clearly strong: empathy, positive outlook, and self-control. But they also include crucial abilities such as achievement, influence, conflict management, teamwork and inspirational leadership. These skills require just as much engagement with emotions as the first set, and should be just as much a part of any aspiring leader’s development priorities.

For example, if Esther had strength in conflict management, she would be skilled in giving people unpleasant feedback. And if she were more inclined to influence, she would want to provide that difficult feedback as a way to lead her direct reports and help them grow. Say, for example, that Esther has a peer who is overbearing and abrasive. Rather than smoothing over every interaction, with a broader balance of EI skills she could bring up the issue to her colleague directly, drawing on emotional self-control to keep her own reactivity at bay while telling him what, specifically, does not work in his style. Bringing simmering issues to the surface goes to the core of conflict management. Esther could also draw on influence strategy to explain to her colleague that she wants to see him succeed, and that if he monitored how his style impacted those around him he would understand how a change would help everyone.

Similarly, if Esther had developed her inspirational leadership competence, she would be more successful at driving change. A leader with this strength can articulate a vision or mission that resonates emotionally with both themselves and those they lead, which is a key ingredient in marshaling the motivation essential for going in a new direction. Indeed, several studies have found a strong association between EI, driving change, and visionary leadership.

In order to excel, leaders need to develop a balance of strengths across the suite of EI competencies. When they do that, excellent business results follow.

How can you tell where your EI needs improvement — especially if you feel that it’s strong in some areas?

Simply reviewing the 12 competencies in your mind can give you a sense of where you might need some development. There are a number of formal models of EI, and many of them come with their own assessment tools. When choosing a tool to use, consider how well it predicts leadership outcomes. Some assess how you see yourself; these correlate highly with personality tests, which also tap into a person’s “self-schema.” Others, like that of Yale University president Peter Salovey and his colleagues, define EI as an ability; their test, the MSCEIT (a commercially available product), correlates more highly with IQ than any other EI test.

We recommend comprehensive 360-degree assessments, which collect both self-ratings and the views of others who know you well. This external feedback is particularly helpful for evaluating all areas of EI, including self-awareness (how would you know that you are not self-aware?). You can get a rough gauge of where your strengths and weaknesses lie by asking those who work with you to give you feedback. The more people you ask, the better a picture you get.

Formal 360-degree assessments, which incorporate systematic, anonymous observations of your behavior by people who work with you, have been found to not correlate well with IQ or personality, but they are the best predictors of a leader’s effectiveness, actual business performance, engagement, and job (and life) satisfaction. Into this category fall our own model and the Emotional and Social Competency Inventory, or ESCI 360, a commercially available assessment we developed with Korn Ferry Hay Group to gauge the 12 EI competencies, which rely on how others rate observable behaviors in evaluating a leader. The larger the gap between a leader’s self-ratings and how others see them, research finds, the fewer EI strengths the leader actually shows, and the poorer the business results.

These assessments are critical to a full evaluation of your EI, but even understanding that these 12 competencies are all a part of your emotional intelligence is an important first step in addressing areas where your EI is at its weakest. Coaching is the most effective method for improving in areas of EI deficit. Having expert support during your ups and downs as you practice operating in a new way is invaluable.

Even people with many apparent leadership strengths can stand to better understand those areas of EI where we have room to grow. Don’t shortchange your development as a leader by assuming that EI is all about being sweet and chipper, or that your EI is perfect if you are — or, even worse, assume that EI can’t help you excel in your career.

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6 essential strategies

by Expat Life

ENGLISH-LANGUAGE LEARNERS

An excellent article kindly reprinted from edutopia - the George Lucas educational programme that is just so relevant to Thailand

6 essential strategies for teaching English language learners

We interviewed educators with decades of experience in teaching ELLs and tapped a network of experts and observers to find the strategies that work.

by Emily Kaplan

Over 10% of students in the United States - more than 4.8 million kids - are English language learners (ELLs), and the number is on the rise. Though these students do not learn differently than their native English speaking peers, they do have particular educational needs.

To learn about these needs - and best practices for addressing them - I interviewed a range of educators and observers, including Larry Ferlazzo, an educator and author of The ESL/ELL Teacher’s Survival Guide; longtime teachers of English as a second language (ESL) Emily Francis and Tan Huynh; and the journalist Helen Thorpe, who spent a year observing a teacher who works with ELLs.

The group emphasised that the strategies listed here, which include both big picture mindsets and nitty-gritty teaching tactics, can be incorporated into all classrooms, benefiting both native English speakers and ELLs.

  1. Cultivate relationships and be culturally responsive

No surprise here. A successful classroom, our educators agreed, is one in which students feel known, appreciated, and comfortable taking emotional and intellectual risks. That requires intentional planning and consistent messaging by the teacher.

Emily Francis, an ESL teacher in Concord, North Carolina, makes clear that she wants her students to “embrace their culture and their language as a foundation of who they are” and to consider their acquisition of a new culture and language “not as subtractive, but as additive.” To help support students who may never have attended school before or may be coping with migration based trauma, Francis emphasises that little things make a big difference. “The first thing that I need to think about is, how is my student feeling in my classroom?” she says. “Are they sitting next to a buddy they can ask a question in their home language? Do they feel comfortable tapping me on the shoulder if they have to go to the bathroom?”

But creating a supportive environment is also about cultivating an appreciation of diversity - it’s critical that both the curriculum and the classroom environment honour and reflect the lives of the students. For instance, Francis makes certain that her classroom library is reflective of her students’ diverse backgrounds and identities.

ESL teacher Katie Toppel, who teaches near Portland, Oregon, champions the value of home visits to get to know students’ families and takes care to incorporate the particulars of students’ lives, such as pets’ names and favourite sports, into lessons. Students are most engaged when they feel a personal connection to a lesson or unit, a connection that’s created in part by a teacher’s investment in culturally competent relationships.

  1. Teach language skills across the curriculum

English language learners should not be learning the fundamentals of English in isolation; they should be applying their developing language skills to rich academic content in all subjects.

“It is key that in mainstream classrooms, teachers understand their role as language teachers,” says Valentina Gonzalez, a district leader in Katy, Texas, suggesting that all teachers should be aware of the specialised idiom they work within. “If we teach math, then we teach the language of mathematics. If we teach science, then we teach the language of science.” Math teachers, in other words, should take the time to teach the unfamiliar vocabulary of mathematics - add, subtract, calculator, solve - concurrently with the teaching of math skills.

  1. Emphasis productive language

The educators I interviewed agreed that productive language skills - hard-to-master dimensions of language fluency like speaking and writing - should be front and centre from day one, even if students feel hesitant about them.

Beginning ELLs often develop receptive language skills like listening and reading first. Educators who are unaware of the typical path to fluency may believe that students who can follow verbal or written directions will be able to produce oral or written language, but that’s usually not the case.

To support reluctant speakers, Tan Huynh, an educator who blogs at Empowering ELLs, suggests using sentence frames. “For example, when a science teacher wants ELLs to produce a hypothesis, they might offer the sentence, ‘If _____ was added, then _____ because _____.’ This sentence frame provides clues that empower ELLs to sound and think like scientists,” Huynh says.

Andrea Honigsfeld, a professor of education at Molloy College in Rockville, New York, suggests that all lessons touch on every letter of the acronym SWIRL, which stands for Speak, Write, Interact, Read, Listen. The approach intentionally privileges productive language skills “from the beginning,” she says.

  1. Speak slowly - and increase your wait time

Easier said than done. Still, many of the teachers I spoke to said this simple change is vital. You can record yourself speaking in class to measure your cadence, and adjust.

“Adding in an extra three to five seconds after we pose a question offers all students time to think,” explains Gonzalez. “However, for English learners, it also gives time to translate, process their thinking, translate back into English, and develop the courage to answer. If we call on students too quickly, many of our students will stop thinking about the answers - or trying to answer at all.”

That means undoing some of our own habits, according to Larry Ferlazzo, a high school ESL teacher in Sacramento, California. “Researchers have found that typically most teachers give one to two seconds between asking a question and expecting a student response,” he says. “The same researchers have shown that if you wait three to five seconds, the quality of responses is astronomically greater.”

  1. Differentiate - and use multiple modalities

All kids learn better when they engage with material in multiple ways: Lessons that involve writing, speaking, drawing, and listening, for example, give students four opportunities to deepen their understanding of the work. For ELLs, those additional engagements also provide a little breathing room so they can work through the language barrier.

Helen Thorpe, a journalist who spent a year observing Eddie Williams’s classroom in Denver in order to write a book about immigrants called The Newcomers, marvelled at Williams’s method of differentiation. “Eddie would enunciate very clearly in English multiple times, he would write it on the board, and he would go to the projector to give a visual. And, finally, he’d be asking the kids to verbalise aspects of the lesson themselves,” she says, tracing Williams’s efforts to move his students from receptive to productive language fluency.

Toppel uses a strategy called QSSSA to scaffold classroom discussions with ELLs. The letters stand for Question (the teacher poses a question, then gives ample think time); Signal (a designated motion like a thumbs up, a finger on the nose - something that lets students indicate that they’re ready to answer); Stem (the teacher provides a sentence starter for the question - for example, for “What is your favourite place to read a book?” the stem might be, “My favourite place to read a book is _____”); Share; and Assess.

  1. Incorporate students’ native languages - and do not be afraid of technology

Bilingualism is the goal, of course, not replacement.

Ferlazzo uses a strategy called “preview, view, review,” which leverages a student’s native language skills as a foundation for learning the new language. He introduces a topic and encourages students to preview it in materials in their home language (often using multilingual videos and other online resources); he then teaches the topic in English, and then has students review the information in their home language.

Ferlazzo also encourages teachers to embrace technologies that students find helpful, like Google Translate. He stresses that the app can be a useful way for students to translate words quickly—but warns that it can quickly “become a dependency” if it is used as more than a handy dictionary.

Thorpe agrees that Translate can take pressure off teachers, who sometimes find that they “just stand at the front of the room and say things over and over. And if the kids did not know what those words are, they are out of luck.” Translation technology means you can say it once (or twice) and let the students use the technology to translate key words and phrases.

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There are moments in life when you feel under attack. It could be a batch of bad decisions, unfortunate events, epic failures, health issues, financial struggles, stress and overwhelm at work, sleepless nights, family or friends’ grave illnesses… or even a global pandemic which gives little signs of easing up. Sometimes, it seems as if most life domains work in synch to charge at you, and it is frankly difficult to navigate such times.

The last few of years have seemed that way to me. I have struggled with health issues, such as leaky gut and adrenal fatigue. My husband had to leave us and move to another country for work, and I was left in Bangkok alone, with my two amazing children, who unfortunately took to their dad’s departure with great disappointment. A very sick mum – living far away in Spain. My daughter’s trust issues as a result of bullying. My son’s heartbreak by his dad’s departure. The prospect of moving to a very expensive country without the “expat” cushioning of benefits… add to that my – timely – decision to embark on a big mentorship program to help me up my game and develop my business to a whole new level, and what you find is a real scramble of a person trying to get through my days the best way possible.

I am not going to lie to you. There have been days where all I could get done in order to get through my day was breathing. I am up and down like a yo-yo, pushing through, constantly demanding more of me, giving out more, doing more, then crashing and recovering for a bit, only to jump back onto the vicious cycle.

Not easy to have to juggle so many balls at once. But I want to tell you one thing. I am not sorry that this is happening to me. On the contrary. I know that every challenge that I face, every obstacle I stumble across, brings me closer to becoming the type of person I want to be. Every hurdle, every disappointment, every mistake brings with it new learnings, fresh new insights as to what I’m capable of, and even more determination that, not matter what comes my way, I will conquer it with the continuous courage and decisiveness that I put into my life. Because if I don’t, what would be the cost of succumbing to it all?

It was over a decade ago that I decided to claim a leader’s seat and let go of my victim’s role, a position I had played very well for the majority of my life.

In going through a huge transformation – from the inside out – I built resources within myself that I never knew I had. And from that moment on, I made a commitment to myself that, no matter what life threw at me, I would charge up and face it head on.

It wasn’t long after that commitment, that I believe the Universe decided to test me, and sent me on a quest to demonstrate whether I would show up as a fearless leader or I’d run away.

During that time, I was living in Brunei Darussalam, in the Borneo jungle, where I would spend hours daily running through the jungles. It was on one of those days, a particularly quiet one, that I decided to go for my weekly Saturday 22km loop. Towards the end of my run, something happened, that would allow me to cement my commitment to charging to fear.

I was only about 2 km away from reaching the main city, people and buildings, when, out of nowhere, I was faced with a pack of wild dogs charging aggressively at me.

Wild dogs usually travel together, and they often have rendezvous sites like wolves. I happened to be unfortunate enough to be in the wrong place at the wrong time, and these dogs were determined to get to me.

We’ve all heard that if an unfamiliar dog approaches you, to not run, panic of make loud noises. And if the dog knocks you down, to curl into a ball with your head tucked under your fists. Well, I can tell you now that at that time, that advice became insignificant.

Very quickly I could assess who the alpha dog was, charging straight at me, and the other three dogs started to spread out, and I knew that they were going to try to circle around me, whilst the dominant dog of the pack would approach me head on.

I knew I had one chance at changing the situation I was in, and that under no circumstances could I let those dogs get behind me, or that would be it. I also knew that I couldn’t run for my life, since I had just ran over 20 km and my legs were ready to give up.

Intuitively, I knew that I needed to focus on the alpha dog of the pack, and that if I could scare the leader off, the rest would follow. Unfortunately, I wasn’t carrying any sticks, not did I have time to find a rock or something to throw at them. My best bet was my hydration pack, so I quickly took it off and, at that moment, I decided that charging my worst fears was the only way out – and so I did.

Tapping into strength and courage I didn’t know I had, I bravely decided to face the alpha dog and charge at it, speeding towards it face on. I ran as if there was no option but to win the race, to give my all, and I screamed so loud that I couldn’t even hear the angry dogs barking anymore. For a second or two, I thought that was it, if it came to the alpha dog and me crossing paths, I would lose, yet at that moment I had nothing to lose, so I decided to give myself to the charge.

Just a second before crashing with the leader of the pack, it suddenly stopped, and I could see the confusion and disbelief in the dog’s face. I believe that it understood that no matter what, I would show up in the fight fully, and at the very last moment it decided to stop and back away. The other dogs followed, and they ran deep into the jungle until all there was left was the feeling that my heart was going to come out of my mouth.

It took me a moment to come back to a present state. I felt the need to shake uncontrollably and let go of all the adrenaline build up that still persisted in my body.

I thought about running back to civilisation, but I was beat. There was nothing left to give in me, and I slowly walked back home.

Once I reached home, I passed out. It took me a good few weeks to be able to reflect about that incident and to come out with some nuggets of wisdom that would allow me to release the trauma and move forward.

With time I understood that in the face of fears or obstacles, charging ahead is truly the only way. I have since tried to adopt a “fearless leader” mentality, so that, no matter what gets on the way, I will be here ready to face it.

Life is what you make of it. It won’t always show you its best parts. There will undoubtedly be times when life will almost be unbearable, and, during those times, look within, tap into the strength and courage we all possess within ourselves, and charge ahead, for soon life will show you some of the best sunrises yet.

To the fearless leader within you, awaken your power, the time is now.

Here’s to your success!

Isabel x

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Are we getting it all wrong?

I believe that for far too long we’ve been stuck as a society into a particular set of thinking about how we work and live. It is time to get real, to break from those so called “work-life” issues, and start creating a different type of integration to live our best lives.

There is no doubt that most of us are time starved and overstretched, and are feeling the pressure of unrealistic expectations as we go about our days by the conflicting demands of our work and life, making us feel overwhelmed, stressed out and stuck. We live under the illusion that committing to insane demands and long working hours will one day save our day, however this strategy to get us to perform and stay on top of it all couldn’t be more wrong.

Studies have shown that productivity drops steeply after a 50-hour workweek, and drops off a cliff after 55 hours – a far cry from the 70-80 hours week I used to do working in hotels. Exhausted employees are not only unproductive but also more prone to costly errors, accidents and sickness. It is paramount to bring more awareness to employers to highlight the fact that hours can be reduced without loss of input. We need to realise the fact that longer working hours does not improve productivity – healthy, well-restored employees do.

The culture of overwork has well-known personal consequences. Working more than 55 hours a week raises the risk of heart attack and stroke. People who work longer hours tend to be more anxious and depressed, and their sleep suffers. According to Schulte at Harvard Business Review, people’s IQ actually drops 13 points when in a state of tunnel-vision busyness.

However, if your work culture is organised around effective work, and values employees who have full lives outside of work, you will stand a far better change of attracting and retaining employees who are highly engaged, motivated and willing to give their best at work, which will undoubtedly translate into a healthier, more successful business, and a healthier bottom line. Promoting a healthy work-life balance in your business will also lead to increased productivity, a happier workforce, staff feeling valued and less likely to leave, reducing staff turnover and minimizing recruitment costs.

Let’s get real: Work-life balance is an unhealthy myth. We all have limited energy, and following Elon Musk’s working week of 120 hours in simply unrealistic. Instead, we must allocate time wisely, depending on priorities and circumstances. Inevitably, some things will be neglected when important matters demand our attention, and we need to account for those times and be OK with it.

One of the first points that I’d like to suggest in how to create a shift in the way we think about work-life balance, is to actually change the language itself. The word balance implies “equal”, and balancing work and life matters equally is simply idealistic. Work is in fact a part of life, not something separate, and as such it fits in under the greater umbrella. We must therefore start by using a different type of language to depict this balancing act.

I love how Jeff Bezos, founder of Amazon, uses the phrase “work life harmony” instead. Bezos believes happiness at work makes him happy at home, and vice versa. Words such as harmony, blend or integration imply that work and life are intertwined. Therefore, we must accept reality and come up with some strategies to prioritize within our blended lifestyle, as well as eliminating the work-life combination from our vocabularies altogether and to recognize that life is what’s happening and work is one of the things you do in life.

Everything we do has a cost and consequences. The sooner we make peace with it, the quicker we’ll be able to create a work life integration plan that work for us. Having it all – at once – may push us down a road of unrealistic expectations where we feel like failures for not being able to attain the impossible. Some of the most successful people that I’ve interviewed in the topic have all told me they will only focus on the top 2 or 3 domains of their life at most at any given time.

Time does not discriminate. We all have the same hours in a day, and with some intentional planning you can fit a lot in it. But the truth is that finding the right harmony between work and life is not easy, and it will require commitment and doing the thing that you set out to do. At times, you may not have enough time to hang out or relax, or even have a decent sleep, and that doesn’t mean the goal isn’t worth it. If you apply a year-long calendar view, make sure at times you can afford to, you book time with friends and family gatherings. Life is going to change constantly, and at times giving to work a little more than life is not necessarily unhealthy if it does allow you to work towards your dreams.

In fact, at different ages and stages of our lives, we need different things and have various demands on our time. Sometimes there isn’t enough work, while at other points there’s too much. In the grand scheme, there is something resembling a balance. But in the short term, less so.

Another aspect in this topic that I’d like to highlight is about how everyone should be wary when considering their busyness. I hear it all the time: “I’m so busy”. Just how busy are we really? Although we love saying we’re busy, many of us are just distracted. It could be that much of the busyness we flaunt like a status symbol is just a result of wasting time procrastinating and pretending – checking social media and email. I could argue that the more complex your tasks, the more you focus, the more is done in a condensed period. I firmly believe that with the right focus, we can get to work smarter, not harder, and generate better results this way for a richer, more fulfilling life.

Everything we do has a cost and consequences. The sooner we make peace with it, the quicker we’ll be able to create a work life integration plan that work for us. Having it all – at once – may push us down a road of unrealistic expectations where we feel like failures for not being able to attain the impossible. Some of the most successful people that I’ve interviewed in the topic have all told me they will only focus on the top 2 or 3 domains of their life at most at any given time.

Time does not discriminate. We all have the same hours in a day, and with some intentional planning you can fit a lot in it. But the truth is that finding the right harmony between work and life is not easy, and it will require commitment and doing the thing that you set out to do. At times, you may not have enough time to hang out or relax, or even have a decent sleep, and that doesn’t mean the goal isn’t worth it. If you apply a year-long calendar view, make sure at times you can afford to, you book time with friends and family gatherings. Life is going to change constantly, and at times giving to work a little more than life is not necessarily unhealthy if it does allow you to work towards your dreams.

In fact, at different ages and stages of our lives, we need different things and have various demands on our time. Sometimes there isn’t enough work, while at other points there’s too much. In the grand scheme, there is something resembling a balance. But in the short term, less so.

Another aspect in this topic that I’d like to highlight is about how everyone should be wary when considering their busyness. I hear it all the time: “I’m so busy”. Just how busy are we really? Although we love saying we’re busy, many of us are just distracted. It could be that much of the busyness we flaunt like a status symbol is just a result of wasting time procrastinating and pretending – checking social media and email. I could argue that the more complex your tasks, the more you focus, the more is done in a condensed period. I firmly believe that with the right focus, we can get to work smarter, not harder, and generate better results this way for a richer, more fulfilling life.

Work-Life Integration Tips for People Who Want to Have it All

1.Step up your self-care routine:

Activities that increase your health and happiness will help you be more effective and productive in every aspect of your life. Prioritize sleep by trying to get 7-8 hrs of sleep a night. Make time for nutritious meals. Exercise whenever you can to combat disease. Treat yourself to a spa and unwind. Spend time with people who make you laugh and leave you feeling energized. Make time for hobbies that relive stress and fill you with passion and joy. I am not reinventing the wheel here. You know what needs to be done, so go ahead and commit to applying some of these in your own life.

  1. Plan your top 3 daily

Become a productivity pro by planning ahead of time (the night before or early in the morning) the top 3 things that you must accomplish that day. Be realistic and ensure that no matter what gets in the way, you get those 3 things crossed from your list. Before you know it, you’ll be working smarter, not harder, and accomplishing much more.

  1. Delegate

If you’re so involved in your business that you feel you really can’t be gone, even for a day, it’s time to learn to delegate. Contrary to what you might believe, you aren’t the only one who can handle many of the tasks you currently spend time on. Your team members will feel empowered if you shuffle additional responsibilities to them, and you’ll finally get to relax.

  1. Minimise distractions

If you are serious about doing work that matters, you are going to have to get real about your distractions of choice (social media, Netflix, drinking, greasy food, late nights, procrastination, etc). Take responsibility for owning what keeps you away from being and doing your best, and work on reducing the amount of time you spend on it. We all get the same amount of time in a day. High-achievers focus better on what they want to achieve, rather than giving into their distraction of choice.

  1. Organise yourself by de-cluttering

A messy external space often overloads the brain and leads to burnout. Become more focused and productive by cleaning up and creating an environment that allows you to work smarter, not harder. Overcome personal disorganisation by de-cluttering information and paperwork as well as time and tasks.

Think consciously about how to spend your time, decide which tasks matter most to you and your organization, and then drop or outsource the rest. By doing this, you can reduce your involvement in low-value tasks. You can actually cut your desk work by an average of six hours a week, shave meeting time by an average of two hours a week, and free up nearly a fifth of your time (an average of one full day a week). By doing this, you’ll make more time for what matters in your life. Imagine you had one full day a week to fill as you seem fit, giving time and energy for all parts of your life so nothing is left behind – perhaps balance does stand a chance after all!

  1. Use calendar blocks for laser focus

You have a calendar, so use it. Schedule specific blocks of uninterrupted time for your most important tasks. When you are working, work hard and focus. You scheduled this work time, so give it your all. You wouldn’t want one of your employees or one of your suppliers to do a half-done job on your assignment, so don’t do it to your clients. Block out distractions and keep on task. Focus and avoid sabotaging yourself and your most precious commodity – your time.

Also schedule important personal activities, such as special dinners, school events, sporting events, fun events with friends, your kids or your spouse or just exercise time. Scheduling this time may sound like overkill, but trust me, it works. It removes the guilt over being with your family instead of working in your business. It’s on your schedule after all – so you are being productive and not ignoring your family. It’s a win-win! And remember, you are in charge of your own schedule. You don’t have to be tied to the 9-5 time limitations. If you need two hours in the middle of the day to attend your child’s talent show – you have that freedom. Just remember to replace those two hours somewhere else on your schedule.

  1. Set boundaries

If customers or colleagues think it’s OK to call you at 11 pm if they need something, they will. Set firm boundaries around when you are, and aren’t, available. Doing so will help you relax when you’re off the clock and avoid burnout, while also helping others avoid unmet expectations. Limit your work hours. Work never ends, and if you’re looking to finish everything, you’ll never stop. Working long hours isn’t good for anyone — you, your family or your colleagues. Sheryl Sandberg spent years leaving work at 5:30 to have dinner with her children. If she can do it, why can’t you? Do not overextend yourself. Learn to say thank you, but NO for both personal and professional requests. If it doesn’t fit into your schedule, then the answer is “No.” The time you spend on your work or business needs to produce income, and the time with your family or personal time needs to be quality time.

The bottom line is, we all want to enjoy life and to find that ever elusive balance. Some days are better than others, but if your goal is to enjoy your career, your clients, your family, and your time, then remember, you have the power to make that happen. You don’t have to take yourself too seriously – just use your time more effectively to accomplish both goals.

Work-life integration is not a system of having your work and life take exactly the same amount of hours or focus. It’s a way of making sure that both your work priorities and your personal priorities are being met. Sometimes that means more work hours, and other times it means less.

Newer times demand new thinking. Now it’s up to all of us to get real, to think bigger, and begin to make the real changes we all need in order to live our best life.

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Expat Life went to visit King’s Bangkok last week and spoke to their Headmaster, Thomas Banyard, and Helen Searle who will lead the Pre-prep when they open in August for students aged 2-11 years old. They have already started work on admissions for Years 7-9 who will join the school from August 2021. In fact, they were incredibly happy to confirm that Matthew Gibson, one of the most popular teachers among students at King’s Wimbledon, will be joining and leading the senior school. Matthew is currently a leader at King’s Wimbledon responsible for preparing the students to get into the world’s best universities, as he has been doing at King’s Wimbledon since 2011.

I arrived just after midday on Friday, July 3rd and the school was a hive of activity. There were dozens of contractors on site who were putting the finishing touches to the grounds sitting on 23 rai of land in the prestigious Rama III area of Bangkok: completing the FIFA standard playing fields in the centre of the school and finishing the driveway with granite to allow parents to drop off directly outside the school turnstiles.

I parked and walked to the impressive centre concourse that opens up the King’s complex and walked into the reception with the receptionists already in place getting everything in order. The headmaster arrived at the reception behind a face mask with a Thai couple with their little boy, a new student at King’s. Thomas smiled a confident and relaxed smile, entered the reception with his guests, and said hello to me. I will be with you soon, he said.

We sat down in a meeting room off the reception. He looked every bit the Headmaster of a top British public school. White shirt, red tie, and blue suit trousers. He welcomed me just as he had the 150 parent tours that he had completed over the past week. He told me that the parents have all been very enthusiastic to see the school. He also said that they were all lovely people, “We are very lucky. You do not get that at every school”.

I asked the Headmaster what was going to make King’s Bangkok different to the other 200 international schools in Thailand and if I was a parent why would I choose King’s Bangkok.

He and Mrs. Searle both answered the question separately in exactly the same way. They said that King’s Bangkok would concentrate on a broad education which builds a ‘great heart’ just as much as a ‘great mind’. Kindness, good manners, and wisdom with the underlying hard work, aspiration and courtesy were the solid foundations that the school would be based on. They want to produce well-rounded, balanced students, who will have inquisitive minds, live their ways happily, and give back to their societies when they grow older.

They want parents to come and visit the school because they feel confident that they will like what they see. “There will be no hard sell,” Thomas said, “our team will all impart the same message. From the teachers to the receptionists, the cleaners, everyone has been recruited to be of the same mind. To go out of their way to be well- mannered and be as helpful as they can, both to each other, our students and our guests”. I found it a charming ethos. “If you go to the reception and ask for the Early Years Centre, we expect the receptionist to get up and take you there. Not just direct you”.

They want parents to know that the school is going to support their child to be a good person. “Whether they have the best music teacher in the country or a world level badminton coach is not important. If they are not kind and considerate people, and they come home and expect someone else to carry their bags or to clear up after them, that is not what we want. What we do here is try to encourage our children to be well-mannered and thoughtful in all respects.

Kindness is vital for students to be successful here: we are kind to the cleaners by not leaving rubbish everywhere; we are kind to our teachers because we respect what they say; we are kind to our friends because we look out for them and offer support if they need help. We are going to speak English because there are people in our group that will not understand us if we speak Thai, so we will involve them in our conversation. Kindness underpins everything that we do”.

Through developing kind students who have a range of interests and hobbies, Thomas and Helen told me that King’s Bangkok will naturally prepare the students for the best universities around the world. At King’s Wimbledon they are proud that 90% of the students get their first-choice university wherever that is in the world. Emulating this is something that they are excited to do through careers guidance beginning in Year 9 of the senior school.

“The issue that we face is that we do not have alumni yet. We do have alumni from King’s Wimbledon and we understand that our parents want to see their children come through us and then go to university. However, we are not rushing. We could have opened more year groups, but we feel that the longer we have our students the better. Instead of opening all the year groups and going straight to GCSEs and A levels, we have gone for Year 7, 8 and 9 which is basically the lowest number of years you can get to make the senior school work with friendship groups and leadership opportunities. This does mean that we will take longer to get our first sets of GCSE and A level results, and the first set of students getting into top universities, but we are lucky to have so many parents that trust the expertise of King’s Wimbledon. With both the Headmaster and the leader of the senior school coming from the sister campus in London, many parents feel assured that their sons and daughters will be in good hands with King’s Bangkok.”

When I left King’s Bangkok the staff all smiled at me and wished me well. I do believe that Thomas and Helen have already laid strong foundations for establishing a kind and happy community fully supported by King’s College School, Wimbledon. It will be an exciting few years for the team here as they welcome families to join them and I look forward to seeing the school flourish for years to come.

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What is the ethos of DBS?

DBS is dedicated to the development of an inspiring and nurturing environment in which students fulfil their unique potential. The DBS motto ‘Always to Greater Things’ reflects the DBS commitment to continuous improvement, observed by the whole community; students, staff and parents.

Our vision is to Nurture Global Leaders through the 4 DBS Pillars:

1          An enhanced British curriculum

2          Academic excellence for all

3          Entrepreneurship and creative thinking

4 Community and global perspectives

The DBS vision is expressed in our core values: excellence, integrity, perseverance, respect, creativity, well-being, independence and leadership.

How do you measure the DBS success?

Having already successfully gained membership of CIS in February 2019, DBS had an excellent follow up CIS evaluation in February 2020.

DBS’s success relies on the support of the entire community – teachers, students and parents. We work with all of the school’s stakeholders to provide a school distinguished by academic excellence, co-curricular strength, creativity, global perspective and well-being. The Covid-19 pandemic has had a huge effect on the lives of students, staff and parents, but the community has adapted impressively to the changing economic and social tapestry.

What are the academic pathways at DBS?

Teachers’ knowledge of individual students, inside and outside the classroom, has been a notable strength at DBS. We focus on tailored programmes that reinforce the teacher-student relationship in order to meet the individual needs of the students best. We support the academically ambitious by the development of a scholarship enrichment programme, and we also cater for students who are talented in other areas, to develop their strengths.

The IGCSE and A level route serves DBS students well. Certain universities are better suited to individual students, depending on courses on offer and threshold grades required. Effective preparation includes attribute testing, staff training, university tours, and interview guidance.

Why is well-being so important at DBS?

Well-being for students is a focus at all levels, building upon the already strong reputation of DBS in this area. At DBS, we recognise the importance of equipping our students with the tools to cope with difficult situations in later life. A focus on mindfulness, yoga, gratitude, kindness and reflection is a vital part of the strategy to support our students throughout the school, and to help them to become resilient.

What about education outside the classroom?

Modern physical education programmes, including co-curricular activities, are incorporated into the curriculum to meet the needs and interests of all students. DBS regards sport as a vital means of instilling leadership, teamwork and communication skills.

It is widely recognised that the Performing Arts offer students key life skills, too. We already have a strong Music provision at DBS, and we are developing the provision of Drama, so that performance opportunities will increase across the school, with a goal being the effective use of the terrific future 668 seat auditorium.

We and our students are very fortunate, and we have a responsibility to give something back. So, we challenge them to reach out to sections of our community through service.

What do you look for in teachers?

DBS is committed to recruiting, developing, and retaining the finest individuals to teach and challenge our students. We look for at least two years’ teaching experience, a bachelor’s degree and a teaching qualification, usually from the UK. Most teachers are from the UK, except our Thai and Mandarin teachers.

We recruit people who believe in the DBS vision and will promote it. Teacher retention is good, and staff well-being is already seen as a strength at DBS. Continuing professional development is excellent, and is used to keep our teachers at the leading edge of educational theory.

How do you develop parental engagement?

The Friends of DBS committee is well established, and this group of parent representatives is a most useful communication conduit, and means of support for the school. Continuing regular communication with parents is vital, so that a meaningful partnership between home and school promotes the best education for the students.

The DBS community has a distinctive ethos that is strong in character and welcoming to all. We are known for our inclusivity and nurturing environment. Our signature events like Denla Fest, Loy Krathong and Chinese New Year are opportunities for the whole community to come together in celebration of creativity.

And what of the future?

This year, we will start the building of a state of the art auditorium, with other performance spaces and practice rooms, and a designated senior school, with more teaching spaces and a sixth form centre.

We are establishing DBS as one of the best schools in SE Asia, delivering first class education, and enriched by effective collaboration with all stakeholders. I hope that readers will consider joining the DBS community, to share in our unique and ambitious vision. If you would like to see the school in action, you would be most welcome at one of our Open Days!

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