WELCOME Chairman, Benoit Droulez Meeting Guidelines Please do no - - PowerPoint PPT Presentation

WELCOME

Annual General Meeting November 19, 2019

Chairman, Benoit Droulez

Please do no interrupt presentations Allow all the opportunity to ask questions Respect differing opinions Stay polite and respectful to all Be compassionate to Board members, they are volunteering to support the school to their best capacity (continuous improvement is a given) Prefer constructive encouragement to criticism

Meeting Guidelines

Items of Business

Attendance and Apologies

• 1. Welcome
• 2. Adoption of the Agenda
• 3. Presentation of the building project
• 4. Start of the ongoing election of the School Board
• 5. Adoption of the minutes of the previous AGM
• 6. Special Resolution - amendment of clause 26.6 of constitution to clarify the

limit of 3 proxies per person in relation to application of clause 27.6

• 7. President’s Report
• 8. Principal’s Report
• 9. Treasurer’s Report, Approval of accounts 2018-19

10.Varia 11.End of vote and Close

ADOPTION OF THE AGENDA

• 1. Welcome
• 2. Adoption of the Agenda
• 3. Adoption of the minutes of the previous AGM
• 4. Special Resolution - amendment of clause 26.6 of

constitution to clarify the limit of 3 proxies per person in relation to application of clause 27.6

• 5. Start of the ongoing election of the School Board
• 6. President’s Report
• 7. Principal’s Report
• 8. Presentation of the building project
• 9. Treasurer’s Report, Approval of accounts 2018-19

10.Varia 11.End of vote and Close

• 1. ADOPTION OF THE

MINUTES OF THE PREVIOUS AGM

Special Resolution

Provide a mechanism to allow school wide democratic participation without requiring all members to be present at AGM/EGM.

• Currently impossible as participation of all members means they would

either need to all come to the AGM/EGM or 325 members would need to attend holding 3 proxies!

Consequences of not adopting

• Adoption of Major Resolutions (ex constitution) would stay with

Directors

• IB consultation vote could not occur via EGM as member majority vote is

not guaranteed.

Start of the election of the School Board

• Presentation of the Candidates (5min)
• Bram Gruwez
• Craig DeVries
• Karen Freyer
• Stéphane Thao
• Vincent Boccon-Gibod

Questions to Candidates (5min)

• Single biggest motivation for Board application.
• Have you discussed the role of the Board Director with the Principal / Chairman ?
• What skills you feel you can bring to assist the Board on key strategic initiatives for

next year?

• Do you endorse the current management of the school?
• What is your affinity with the French language
• How versed are you in the IB / AEFE / NESA curriculum requirements?

CHAIRMAN’S REPORT

Benoit DROULEZ

• Agenda
• The Role of the Board
• Risk of Lack of Trust
• Strategy
• Key Milestones
• Year Ahead
• Acknowledgements

Role of the School Board

The School Board ensures the management of LCS, of which it is legally responsible, especially in regard to local State and Commonwealth legislation. LCS was established as a not- for-profit charity on 01/01/1990, and it was registered from the 03/12/2012 with the ACNC.

Definition of Governance

Key Document defining :

• Key Roles / Responsibilities with regard to the School Operation
• Main School Bodies and their roles
• Board Operation requirements, Delegations authority, Legal

Compliance and Risk Framework, Required Registers and Reporting

• NESA, Non for Profit and AEFE requirements

This document is published on the School website

Where does our Revenue come from?

Revenue without Constraints:

• School fees : 14.3 Millions $ / 75%
• Other Activities : 2%

Revenue with Constraints:

• Australian Grants: 4.2 Millions $ / 23% (NESA)
• AEFE net financial support : 3.2 M$

Current Board Guiding Principles

• Courageous versus Complacent
• Anticipate issues early, tackle historical debt
• Identify, Propose, Consult, Adapt, Implement
• Always favour a path of consensus
• Respect and value differences but always act as a cohesive team with management and

school bodies

• Minimise Liabilities
• Conservative Financial Management

Risk of Lack of Trust

• Communication breakdown mis-judgements based on beliefs rather than facts
• More focus on what is wrong and lack of sight of the overall positive big picture
• Time spent addressing trust issues is at the expense of Students / Staff
• Distress of management, staff and volunteers
• Affects Operational efficiency and cost effectiveness of the school
• School Brand Damage (Critical to preserve in investment phases)

• Unity / Re-establish

Credibility / Create an effective working group

• Catch-up and Address

Overdue Needs

• Stabilise the Board

Structure and operational framework

2016/2017 (1yr to re-establish Trust) 2017/2018

• Management change-
• ver
• Governance
• 33% of School

Refurbished and with AC

• AEFE reductions +

contribution increase

• IB
• Cantine
• Maternelle Playground

upgrade

2018/2019

• Planning for School Growth

(C2022)

• Student Safety
• Teacher Accreditation
• Intl French Baccalaureate +

Reform

• Further local recognition of

the Bac

• After School and Holiday

cover for working parents

Let’s keep the School Productive together

Encourage

• Volunteering to participate in School Bodies and leveraging these in the spirit of the

school governance for the purpose of open, transparent, verified and documented discussions.

• Raising Complaints, Concerns and Risks with our Compliance Officer so that it can be

documented, verified, quantified and addressed. Avoid

• Using Social Media (Facebook, WhatsApp etc..) to vent and create closed groups where

dialogue is not open and transparent or facts documented and verified and where the school cannot participate only resulting in widening the school divide

Key Focus Areas

• Admin
• Staff Survey
• Interview and Handover Period for

Elementary Director

• Cantine /Cleaning
• Cantine Bid
• Cleaning audit and adjustments
• Building
• New Maternelle Play Area
• Continued classroom renovation (AC)
• Added Playground Shade areas
• Consultant hired for Phase 3 Building Project

requirements / process

• Architect tender for Phase 3
• Phase 3 Project Manager hired
• Existing Space Optimisation / Redistribution
• Strategy
• Pedagogical performance review
• Review of school positioning
• Governance
• Parents and Friends
• Code of Conduct
• Finances
• Building Project Financial Forecast model
• Addressing areas of Operational Losses to

support Building project financial needs

• Compliance / Risk
• Restricted and documented access to School

grounds

• Separation of play areas (Elementaire /

Secondaire)

• Creation of WHS Committee

Year Ahead

• Execution of major building project to address School Growth and capacity needs for

current students (C2022)

• Review of Pedagogical strategy as a result of changing school demographics
• Stronger French support for non natives
• Improved methods of evaluating performance
• Improved information and local recognition of French Baccalaureate
• Review of school strategy and entry criteria due to limited capacity and growing

demand

• After School and Holiday cover for working parents
• Communication

Attendance of School Board (FY 2018-19)

• 13 Board meetings
• 4 School Committee meetings
• 55 Resolutions
• Weekly Chair/Principal meetings

Directors’ Meetings Directors Number Eligible to Attend Number Attended

• B. Avanzi

11 10

• C. Bergeron

13 13

• G. Corbiau

5 5

• B. Droulez

13 12

• JT. Haller

13 7

• J. Kerboul

13 12

• L. McDonald

11 10

• F. Mazeyrat-Pont

9 8

• P. Ostermann

13 9

Acknowledgment and thanks

• List of current board members
• Benoit Droulez
• Jean Kerboul
• Christophe Bergeron
• Philippe Ostermann
• Lorraine McDonald
• Benjamin Avanzi
• Fleur Mazeyrat-Pont
• Vincent Boccon-Gibod
• During the year departed board

members

• Grace Corbiau
• Jean Thomas Haller
• Seved Robin
• Maria Vojetta

……..As well as all previous Board members.

PRINCIPAL’S REPORT

Sébastien MATHEY Principal

Growth 2019 : 8,8% Average Growth past 5 years : 8.3%

Student : +8,3% Admin staff : +5.2%

Sébastien MATHEY Principal

Le LCS est un établissement avec beaucoup plus de Français que la moyenne mondiale du réseau AEFE

Langues parlées par les élèves à la maison Languages spoken by students at home

Source: School survey, October 2019

PRINCIPAL’S REPORT

Résultats au baccalauréat

Moyenne bac Moyenne max TES 15,13 19,89 TS 15,77 19,37

IB results

14 27

BUILDING PROJECT

Introduction: Thibault Delor / Business Manager Presentation : SEGOND-GUYON & ROSSELLI ARCHITECTS

2019

C2020 – Master Plan Vision

• The building project masterplan was

planned in 4 phases

• First 2 phases realised from 2016 to

2018: small extension secondary classroom, dining room, sickbay, primary BCD, extra toilets, etc.

• Further phases on review at the

arrival of the new management with the board since they are more major

• nes

History and ambition of the project:

• Why:
• School average growth 8.3% per year since 5 years
• Saturation of the teaching spaces available at the beginning of the school year 2021
• Anticipate further development after phase 3 of the masterplan (canteen, laboratories area, swimming pool,...)
• How to solve this issue:
• Locating the extension (phase 3) in a work zone which affects less the operations: Old gymnasium & basketball court
• Call for a program manager specialized in educational building project to redefine the needs in consultation with the school staff : Rémy Carsault
• Validate that the project fit in the located area and is financially sustainable: feasibility study, financial forecasting tool and then program
• Go to tender through an architecture competition: 15 architectural teams met 1st stage of competition, 3 were selected on technical criteria to

enter 2nd stage

• Choose an architect team and achieve the project in 2 years time
• Consultant hired for Phase 3 Building Project to follow the project
• Concertation:
• Program based on educational needs in consultation with the staff
• Extension building project presented to the board and school committee (March-May 2019)
• Jury to choose the final architect team made of representatives of students, teachers, parents, a former student architect, the representative of

the AEFE, the president of the board and members of the management team

• A building project committee has been created. It is made of elected parent, student, former student, teacher, members of the school

management and the school administrative team and will meet regularly throughout the year. It has already met to validate brief preliminary design studies

• Forecasted Timelines:
• November 2018-February 2019: definition of needs, operational and financial feasibility, program of building work
• March - August 2019: architectural competition, French & Australian architect team chosen: Segond Guyon Rosselli
• Design and tender phase: September 2019 - May 2020
• Construction phase: June 2020 - August 2021

Gateway to Lycée Condorcet

French School Of Sydney Competion

An Experienced Team

Segond-Guyon Architects GNFP – Structural engineering IGS – MEP engineering DCWC – Quantity surveyor TTPA – Traffic engineering

LYON SYDNEY SYDNEY

• Responsible for the PRO to the completion of the construction
• Representative regarding the Australian authorities and

complying development code

Rosselli Architects

• Team leader
• Responsible for the preliminary design studies (APS + APD)
• Engineering consultants
• Cost estimate and control

Core Design Principles

1. A welcoming gateway to the school 2. A social gathering space for parents, teachers and students 3. Trees and screening for comfortable social spaces 4. Rational, consistent and economical design

A welcoming gateway to the school

A social gathering space for parents, teachers and students

Trees and screening for comfortable social spaces

Integration with the Existing school

Alignment with the existing buildings, circulation and playgrounds

Circulation

Economical and visible circulation, that encourages social exchange

Pedestrian access Car access

Distinct pedestrian and car access

Esplanade / Reception

Kindergarten circulation

Elementary circulation

Gymnasium circulation – Outside school opening hours

Parents and visitors access

Car and bike parking access

Delivery access

Turning and loading area for deliveries

From the street to the courtyard

Relationship inside / outside

Spatial Organisation

Clear and functional distribution of the program areas

Ground floor – reception areas

Ground floor – kindergarten areas

Ground floor – Maintenance areas

First floor – Elementary areas

First floor – Physical education and sports

First floor – Administration areas

Basement – Parking

MATERIAL, FAÇADE AND ECODESIGN OF THE PROJECT

ENERGY EFFICIENCY, SIMPLICITY OF THE ARCHITECTURE

Materiality and Sustainability

Energy efficient, low maintainance and economical

Ground floor Fist floor

Materials – Concrete structure

Materials – Bricks

Passive Solutions – Natural cross ventilation

Passive Solutions – Natural cross ventilation

Outdoor corridor Shade Awnings Brick screen Trees VRV/VRF heat recovery air-conditioning Photovoltaic array

Plants and trees Suitable to the climate Human & social dimension

TREASURER’S REPORT

Christophe Bergeron

Executive summary

FY19 Revenue

$19 m

+13% vs FY18 +1.9% vs budget

FY19 Student numbers

1,009

+8% vs FY18 0% vs budget Net cash position

$6.2m

+181% vs FY18 +7% vs budget FY19 Operating profit

$2.3m (11.8% margin)

+74.4% vs FY18 +22.5% vs budget

“In the Directors’ opinion there are reasonable grounds to believe that the company is able to pay all of its debts, as and when they become due and payable.”

Executive summary

FY19 Breakdown

School fees 75% Government grants 23% Other 2% Total Revenue 100% Staff costs (incl AEFE staff costs) 70% Administration & other 9% Repair, maintenance, cleaning 9% Depreciation 7% Contribution to AEFE 5% Total expenses 100%

NSW Grants 1.0m Federal Grants 3.3m Australian Government Grants $4.2m

FINANCIAL SUPPORT FROM AEFE & Australia in 2018/2019

Type AUD million AEFE Staff salaries – residents and expatriates 3.7m AEFE Grants 1.2m AEFE Network Support & coordination 0.2m AEFE Financial aid for French nationals 0.2m Total AEFE support $5.3m Less LCS Staff salaries participation

• 1.2m

Less LCS Lump participation

• 0.9m

Net Financial support from AEFE $3.2m

*Base taux de change – chancellerie valable au 30 juin 2019 = 0.624

FY18 –FY19 KPIs

LCS Year end reporting KPIs FY18 FY19 AIS Target Actual Actual Net earnings margin (%) 7.9% 12.2% >5% Net EBIDA margin (%) 15.9% 19.4% >10% Salaries as a % of expenses 70.8% 69.8% <75% Cash reserves (month of operations) 3.6 6.0 >2 month of operations Debt to equity ratio (%) 12% 9% <70% Debt per Student ($) 2,624 2,076 < $10,000 Debt servicing cover (EBIDA/Interest+Principal) 5.1 7.0 >1.5 Interest cover (x) 13.9 21.8 >2 Debtors as a % of billing (%) 2.0% 2.8% <5% Days Debtor ratio (days) 7.2 10.2 30 Days

CAPEX/Maintenance OPEX (excluding masterplan)

PLAYGROUND LANDSCAPE AND RESURFACE – MATERNELLE

MATERNELLE / A BLOCK AIR CONDITIONING PROJECT

PRIMARY SCHOOL PLAYGROUND SHADE SAILS

ARCHITECTURE COMPETITION – LYCEE EXTENSION BUILDING PROJECT PRESENTATION BY SEGOND-GUYON & ROSSELLI ARCHITECTS

We encourage and welcome your involvement. Let us now proceed with the formal vote on the audited financial accounts for the year ended 30 June 2019.

VARIA

END OF VOTE & CLOSE

THANKS