To the International Sharing School Leadership and Board

Dear Members of the International Sharing School Leadership Team and Board,

We are writing not about one isolated issue, but about a much deeper and more serious concern: the growing loss of trust between families and the school administration.

Over the past months — and, in some cases, years — parents have repeatedly raised concerns about matters that should be predictable, manageable, and solvable within a school that presents itself as an international institution of excellence. These include communication failures, lack of follow-up, delays in addressing basic operational issues, unclear decision-making, inconsistent pastoral care, recent, non-transparent staff reductions that directly impact student support (including the firing of SEN/D/D&I specialists), concerns around digital safeguarding, sports organisation, parent governance, and the apparent absence of transparent accountability when problems are raised.

Individually, some of these issues may appear small. But together, they reveal a pattern.

The core problem is no longer simply whether a specific issue has been solved or not. The core problem is that many families no longer feel confident that the school administration is capable of identifying problems early, responding with maturity, communicating transparently, and implementing solutions in a timely and accountable way.

Every school faces challenges. No parent expects perfection. What families do expect, especially from a school that positions itself as premium and international, is competence, clarity, humility, and consistency. When mistakes happen, families expect the school to acknowledge them, explain what will change, assign responsibility, and follow through.

Instead, too often, parents experience slow responses, vague commitments, defensive communication, delayed action, and a lack of visible ownership. Problems are allowed to drag on until frustration becomes collective. By the time a solution is finally presented, the damage to trust has already been done.

This is why we believe the Board must treat the current situation not as a list of operational complaints, but as a serious institutional warning.

The issue is not only YouTube access, or PE on rainy days, or sports tournaments, or snacks, or communication channels, or parent meeting minutes. These are examples. The real issue is the pattern behind them: repeated failures of planning, communication, execution, and accountability.

It is important to note that several of these concerns are not new. In March 2023, a formal letter signed by 171 parents was submitted to school leadership, raising identical or closely related issues: the urgent need to strengthen the SEN team, the lack of counselling support, persistent communication failures, insufficient transparency in decision-making, and the deteriorating student-teacher ratio. At the time, families were promised attention and action. Two years later, not only have many of those issues remained unresolved, but some have materially worsened — most notably, SEN staffing, which was explicitly flagged as critically understaffed in 2023, is now being further reduced. This is not a coincidence or an oversight. It is a pattern. And a pattern that has now repeated itself across two consecutive school years demands a structural response, not another round of assurances.

We are especially concerned by the gap between the image the school projects externally and the experience many families are reporting internally. A school cannot rely on branding, marketing, and reputation while basic structures of trust are being weakened. Excellence is demonstrated by how an institution behaves when children are affected, and when families ask for clarity.

There is a growing perception that decisions are being made without sufficient transparency and that the school is more focused on managing perception than addressing root causes. Trust cannot be restored through vague reassurances alone; it requires specific, definitive evidence.

We therefore demand immediate, transparent, and definitive answers to the following actionable concerns regarding the operational and financial priorities of the school:

1. Staff Reductions and Accountability. Are teachers being fired for the next school year? Which ones? What is the rationale, and when was the decision taken? We require confirmation that these decisions were not taken strategically after the recent IB certification, which implies an immediate shift from quality commitment to cost-cutting.
2. Impact on Curriculum and Quality of Education. Specifically regarding the Language Department, how does the firing of language teachers, such as Spanish teachers, strengthen an "International" school that already only offers basic French and normal Spanish, and lacks languages like Arabic, German, or Mandarin? How will the quality of teaching be maintained for five MYP grades?
3. Special Educational Needs (SEN) and Inclusion. Why is SEN personnel being reduced? How does this align with the school's commitment to accepting "all" children? How will the school cope with the needs of troubled or neurodivergent students without sufficient, qualified professionals?
4. Pastoral Care. Why has Pastoral Care been sacrificed for two years in a row? Who made this decision and based on what?
5. Transparency and Priorities. Why is there such a profound lack of operational transparency, in stark contrast with the school's external image on platforms like Instagram? This suggests the school is not choosing to grow, but is choosing to make money, which is fundamentally eroding parental confidence.

This letter should not be dismissed as negativity or resistance from a small number of dissatisfied parents. It reflects a broader concern about the relationship between families and the institution. When trust is lost, every future issue becomes harder to resolve. Every communication is received with doubt. Every promise is measured against past inaction.

We want the school to succeed. We want our children to thrive here. Many of us chose this school because we believed in its educational promise, its international vision, and its community. But that belief must be matched by professional, transparent, and accountable leadership.

At this point, families do not need more general assurances. We need clarity. We need ownership. We need follow-through. And we need the Board to recognise that the current situation represents a serious erosion of trust that must be addressed at institutional level.

The details matter, but the foundation matters more.

That foundation is trust.

And right now, that trust needs to be rebuilt.

Sincerely,
Concerned Parents