June Referendum

		Issues Concerning the School Community Referendum of June, 2002 EXTRAORDINARY CONSULTATIVE GENERAL ASEMBLY Tuesday 26 February 2002, at 19 h30 Palais des Nations, Bâtiment E – Salle XIX Presentation of members of the Governing Board : Present : John Boggs (Chairman), Pierre-Alain Hirschy (Vice-Chairman), Philippe Holderbeke (Treasurer), Susan Hafner (Secretary), Carol Panchaud, Luigi Pierleoni, Valérie De Marnix, Rodney Enix-Ross, Pamela Gromadzki, Louis McCaul, Atalanti Moquette, Philip Procter, Constanza Vallenas, Françoise Wallin (Conseil d'Etat genevois), et Donald Billingsley (Directeur Général). Absent : Josie Clerc (Conseil d'Etat vaudois), Raymond Jourdan (Conseil Fédéral). Important notice : Since the proceedings were not recorded, due to a technical problem within the UN services, we crave the indulgence of the speakers with regard to the transcription of their interventions. We have sought to render these as accurately as possible but were obliged to work solely from written notes taken throughout the very long meeting whose debates were continuously fast-paced. In instances where speakers provided their own notes these have been gratefully used. Welcome John Boggs opened the meeting at 19h40 by welcoming those who were present and asked members of the Governing Board to introduce themselves. He reminded the meeting that only parents, alumni personnel and governing Board members were entitled to attend the meeting and referred to certain fundamental principles of the Foundation: « We are here in a common interest, that of the education of our children, which is our principal objective. We are bound by article 4 of our charter: « The activity of the school in all fields ... shall be based on the principles of equality and solidarity among all peoples and of the equal value of all human beings ... » This meeting could be very productive if we concentrate on the problems. Let us be cautious with what we say in a public forum. We may be in disagreement but « to disagree ... does not mean that we need to be disagreeable » Samuel L. Goldwyn. We have interpretation until 22h30 so please speak clearly. An ECGA forms a part of our regulations and 250 signatures are necessary to call one. Throughout this presentation speakers from the floor interrupted to demand an agenda, to state that 439 signatures had been received and that the present Assembly belonged to the petitioners. Many rose to their feet while others called out "agenda, agenda!". Luigi Pierleoni then took the floor: « I am very surprised .. we ask for respect, I do not know you and you do not know me. We shall listen to everyone. We shall speak of the Agenda, no one wishes to hide anything. This is not a private question but an assembly made up of people of different situations ... » John Boggs referred to the petition: «The text of the petition dated 11 December 2001 said: « ...To consider and discuss in an open manner all the problems concerning the operation of the school, its management and its orientation, as well as pedagogical questions ... » « We are a non-profit organisation, the Assembly is called by the Governing Board and led by the Governing Board. » John Boggs also reminded the meeting that the Charter stipulated that the Governing Board is the highest authority of the school: « It alone is responsible for the nomination of the Director-General and for the evaluation of his performance. It is responsible for finances, personnel, administrative management and negotiations with the staff association. The function of an consultative general assembly is to elect the Governing Board, to seek information and make suggestions, and to discuss matters concerning the Foundation. As Luigi has said there are many factions, this is a meeting of the whole community and we must respect the opinions of everyone. I have worked with Hélène Ballivet to prepare this assembly. you have a list of questions and we will address them all. » John Boggs then enumerated the points raised by the committee who had requested this extraordinary assembly: Deterioration of the school climate Financial management Pedagogical leadership Perception of the Director-General's activity. Restoring spirit and good functioning of the school. This presentation was followed by the interventions of different speakers : Jean-Louis Crochet : «I am the parent of a student at LGB and a former Board member. This Extraordinary Consultative General Assembly was called in response to a demand from 439 signatories (250 are sufficient to call an Assembly). the purpose of this assembly is to make recommendations to the Board and while these have no legal validity, the Board must take them into account. The Board was wise enough to accept our agenda and we thank you for that. You preside over the Assembly but it is the signatories' assembly. The petitioners want to clarify the situation and end with a vote. This is an opportunity for the community to demonstrate its attachment to the school.» John Boggs « I would like to point out that our Charter declares the Governing Board to be the highest authority of the Foundation. The consultative General Assembly does not take decisions but this is an opportunity to exchange points of view, it is a wonderful opportunity.» Hélène Ballivet : «Members of the Governing Board, Parents, former Board members, friends, in the name of the committee I would like to thank the Board for having accepted the conditions proposed by the petitioners whom I represent. This Assembly was called in accordance with article 16/3b of our Charter which governs our school and follows the provisions of the Code Civil Suisse. The aim of our Charter is to « ... serve the international community and those committed to the concept of international education, be they members of the international or local community.» This precept is flouted by the current management of the school. This is why a group of parents and teachers decided to sign a petition to obtain the present Assembly. In two years we have had 2 Extraordinary General Assemblies. I hope that everyone may be able to make themselves heard in respect. Over and above the problems which exist we are currently experiencing a repeated refusal to be heard. That is the reason for the disorder which reigns at the present time and the reason for this assembly. A real dialogue must be restored between the various parties. At the end your viewpoint will be solicited as a consultative measure. The aim is to define a line of conduct, in a climate of respect, for the good of the school. » John Boggs thanked Mme Ballivet and pointed out that the fact that there had been two Consultative General Assemblies in two years demonstrated clearly that the Board and the school management wished to listen to the community. When he asked Mrs. Bennett-Powell, Chair of La Chât CDG to speak on certain facts, he was interrupted by voices from the floor requesting a point of order and saying: « Point of order, Mr. Chairman, what is going on ? You ask us to express our opinions but you have your own list of speakers.» Susan Hafner then replied that all speakers would be heard and John Boggs added that spokespersons from different groups had the right to speak. Against the heckling of some voices Wendy Bennett-Powell spoke as follows : «I spoke with teachers and parents the last time here eighteen months ago, before this Director-General. Seven of the sixteen people were different, but the problems were the same. Our school is over-subscribed, we have too many pupils for the buildings, we have insufficient funds and not enough income with school fees. Renovations are needed. It is said that we have no leadership but I do not believe this. During the last eighteen months there have been open meetings; the Director-General called for a programme of meetings. There has been progress on the new campus project. We are operating in accordance with our financial budget. We must make a general evaluation of our needs so that these problems do not lead to a crisis ...» But the public once more interrupted her presentation and John Boggs added « I asked for respect for each of the speakers, Wendy please continue ... » Wendy Bennett-Powell : « I gave my point of view to the CDG and expressed our concerns. We are not working hand in hand. We speak of the spirit of the school, but if we do not work together we will not achieve a new accreditation for the school. We must work together.» Her speech concluded to applause. John Boggs : « Thank you. We must respect each other in spite of disagreements. I would like to call on the next speaker, Gladys Doebeli-Rocourt. Gladys Doebeli-Rocourt : « Mr. Chairman, Ladies and Gentlemen. I am a teacher at LGB. I agree that we must have respect, but let the petitioners express themselves first of all because that is the reason for this Extraordinary General Assembly .. once the reasons have been aired, everyone may speak. We are here tonight because, as you already know, for more than a year a certain "malaise" has grown up within the heart of the Foundation, a malaise between the large majority of the personnel and the management. In an effort at communication and comprehension, and faithful to the spirit of the Foundation's charter, we have taken certain steps to set up a constructive dialogue with those responsible for the management (the Director-General and the Governing Board). These steps were not responded to or were ignored. When our representatives were finally received by the Governing Board they were informed that all the actions undertaken by the Director-General had been authorised by the Board. There were no grounds for complaint. There was no dialogue. We wish to underline the major reasons for which we are here today and which will be enlarged upon according to the agenda. We note on the part of the upper levels of management: a wish to cut the personnel off from the parents a wish to cut the personnel off from local management (i.e. unit directors) a wish to divide the personnel a wish to discredit the staff association in the face of its members and the parent community If we are here tonight in a large majority it is: on the one hand to defend – with you, parents – our school's Charter which, it appears, only has a meaning and an ethical obligation for the personnel, on the other hand to take the necessary decisions so that, in the shortest time, profound changes may take place in the managerial structure of the Foundation because we are no longer confronted by a simple "malaise" but the Foundation, our Foundation is suffering from a severe illness. John Boggs : « Thank you. We will now hear another speaker who will explain the malaise to us.» Boris Drahusak «I am a teacher at La Châtaigneraie. It is not easy to communicate and I do not wish to waste time. First of all I would like to say to the parents that your children are not affected by this crisis, we are doing our work, we are taking our classes. But if we do not take a decision things will get worse. This evening the francophones, the anglophones, the teachers are sending this message: We love our school, which is the reason we are here, otherwise a gangrene will set in. There is no personal animosity, we are a large school. We must review the structure as well as consultative procedures. There is a crisis in the structure and the management and we are not consulted when it is necessary. Many teachers express opinions which are not reflected in a final document. We have little chance of reaching an agreement. Certain efforts have been made, such as the multimedia centre but if we do not make an effort now to rethink the structures things will become much worse later. » This intervention was received with applause. Philippa Romig : « I have four children at La Chât. I have a message for the teachers: I respect you for the time and energy you devote to our children. This is a painful situation for the parents. The accreditation must be renewed. The children need your support and we must restore your energy and love. I am not sufficiently close to the Board to explain these problems but as it has been said one of these is space and another is structures. The Foundation is now too large to maintain its initial objectives and it will grow even more. The solution to this malaise or cancer is central planning. We must become a smaller autonomous unit. The community will find a solution. We need to revise the Charter and make changes. It will be long but necessary. In this way the Board will rediscover the united vision which it had in the beginning. Allen Rozelle : « I am a teacher at LGB and would like to speak on the question of accreditation (ECIS). If the Foundation is not healthy, the accreditation procedure will be long. Let us bring the Foundation back to health. Gladys spoke of malaise and another speaker used the term "cancer". The Board can heal itself. Gladys raised those points where problems exist between the management and the community: the wish to divide the community, to divide the teachers and the parents, to divide the teachers and the administrators and to divide the personnel itself. We have had examples of partial replies to questions: the letter to parents in the month of May justifying the rise in fees by referring to salary increases for the personnel but without speaking of the Director's own position. Certain letters sent out recently mention the fact that the Staff Association has violated the procedures existing in the CCT ... The unit directors are competent but during one meeting criticism of the directors was requested. We have been asked to do replacement work without remuneration. They are tying to divide the campuses. We are paid to teach the children. I am talking about problems which should not be my problems, nor yours, dear parents. I am not giving a lesson on the renaissance, which is my job. The time I spend teaching your children is my life. Because of what is going on you are busy stealing my life and, as I am not doing my job, I am busy stealing your money. For me all of this can be summed up as banditry. Applause... Géraldine Freeman : « I am a teacher at LGB. I would like to talk about the newspaper articles. Ecolint has been in the habit of being quoted in the press through favourable articles, rarely for negative ones. This has now changed for the worse. I will quote certain articles but I wanted to say that the union never divulges information and does not make comments to the press. There have been leaks which should not be attributed to the personnel. . 28 January, threat of strike, 300 employees protest. . New Dreyfuss affair. The DG himself has spoken of a Dreyfuss affair. . DG in the hot seat. The DG says that Ecolint must function well - it is important for the interntional organisations. . ECIS – a school which does not obtain accreditation is not well thought-of. . Unwise nonchalance. Elka Gouzer – Saint-Valentine's Day - Ecolint : sanction based on a forgery. Mrs. Maccaud former Director of Les Marronniers was contacted in Monaco and denies having written the letter, it is not her signature. . 23/24 février, Ecolint : the unions leap to the defence. These same unions were concerned with the Swissair affair .. it is not good that Ecolint should be compared with Swissair. With articles like these it is difficult to prove to parents and to Geneva at large that we are the best school in the world. Any future articles should be good ones. Frazer Borens : «I have two children in the Foundation. I would like to raise the question of finances. The situation of certain parents is proof that we are not here to throw our money away. Thank you teachers for all you do. This is the most expensive school in Europe. The fees are going up. We had an annual increase at the end of 2000 and a new increase at the end of 2001. Now there is a rise of 4%. Costs have outrun budgets (we have economised 400,000 francs, have saved 200,000 francs on salaries, but the fees are going up and we have a loss of 500,000 francs...) In a healthy management the school should follow a programme which foresees costs and expenses. There was the euphoria of urgently erecting a building costing 400,000 francs with no budget which was a managerial error. Then there was the changing of campus with no warning to parents. How can we have confidence in a management which makes this sort of errors. From a reliable source we hear that a primary school director received a golden handshake on retirement. With regard to the projected 1,000 franc increase; parents who currently have a child in the kindergarten in 12 years time, when the child is in his final year, will have to pay around 40,000 francs of school fees. If you don't like this idea, vote no against the current management. John Boggs asked Philippe Holderbeke, Treasurer of the Foundation, to present some financial details in reply to this speaker. Philippe Holderbeke : «It is not easy to simplify, but I will show 9 slides which I hope will answer your questions. (see annex : Operating Budget 2001/2.) With regard to salary increases: salaries at Ecolint were a bit below those in Geneva's public education sector. The CCT is now 5 years old and we had to raise salaries by 1.2% to come back into line. The school is not a business enterprise, we still need premises; it is a community of people and we must think of salary costs. The Financial Director has set an cost audit in motion and we are awaiting the results. We shall count everything to the last pencil. Daniel Konikoff : «There is an incompatibility with the idea we have of the DG's post. The DG made his choice of Campus Principal without consulting us and the one he chose was the last on our list. That is making fools of us. The Foundation had a consultative committee from which the Principals have been excluded. In over a year we have not seen any real pedagogical leadership. I noticed how the DG pushed aside a true pedagogue. The DG does not want our principal, he harasses him. Efforts were made to create a real International School with foreign teachers: maths are given with a Russian accent and economics with a North African accent, not forgetting the accent of French-speaking Canada and Celine Dion. Our principal's weakness is that he is a good pedagogue and a human being but he is harassed by the Board and the DG. Alejandro Rodriguez-Giovo : «I am a teacher and a former pupil. Many of my colleagues are asking themselves a lot of questions. A crime has been committed at Ecolint and I would like to state the truth quite clearly. The crime I refer to is the forgery which was carried out with the sole aim of destroying the career of a teacher who is a staff representative. The police should take this affair in hand and discover who perpetrated the forgery and placed it in his file. Ecolint has lost credibility and is in the hands of a an authoritarian management with totalitarian methods. Teachers are now wondering if there are not forgeries in their own files too. The leader of the school should be above suspicion. The moral status of the teachers and management should not be able to be challenged.» Applause... Jean-Louis Crochet : «I would like to know what the Board and the DG have decided to do with regard to the forgery ». Donald Billingsley, DG : «I am authorised to make the following statement: The warning against Christophe Roux has been withdrawn and an outside expert will investigate the nature and the origin of the so-called forgery which it is claimed was placed in the file of M. Roux. Once we have discovered its origin we shall take the necessary measures.» Luigi Pierleoni : «As a member of the Board and a human resources professional, I am the co-ordinator for the DG's evaluation process. This evaluation takes into account the opinions of the administrative personnel. There are two stages: quantitative and qualitative. Quantitative stage; principal objectives attained, tasks fulfilled, management and finances (fund-raising). Qualitative stage: the manner in which the DG fulfilled his tasks in order to attain the fixed objective. This evaluation is calculated on the basis of a scale from 1 to 5. A second form enables each staff member to refer to facts and work experiences in order to make the evaluation. Once an evaluation is completed new objectives are fixed. The current process is now in its final stage. We have received the forms and are compiling the information into a table. We began in January. The evaluation of the DG on the basis of these two elements, qualitative and quantitative, will be published as in the past. Matt Cooper : « I am President of the Alumni Association. I will speak about the malaise. My 13 years at the International School taught me a behaviour and a sense of values which is not found here this evening. I have a feeling of shame. At the end of this meeting I hope we may all understand that as long as we work separately more and more differences will arise and will give rise to passionate reactions. My view is that I choose to work with anyone sitting in this room and to support them. Our community must work towards a better future. The alumni give their support and we do that irrespective of who sits on the Board. The choice is to know whether we are working together or not.» John Boggs : « 23 persons wish to speak. » Zafar Shaheed : «I am a former student and parent of children at LGB. Like Mr. Cooper I was at school from 1956-67. I have 3 brothers and sisters who were also students at Ecolint and have children who are here now. My sister also has three children in this school. Between us, my family and I have given CHF 1'625'000.- to the school. I love this school but at the moment I have a feeling of shame. We have heard two words: community and efficacity. To be honest, there are moments when I cannot stand you and I have the impression that I am not getting what I wish for my children. But more often I appreciate you and understand the problems between the management and the teachers. My worry is, «what will the newspapers say tomorrow?» I will always love this school, help me to love it ... » Julie Elphee : «I am a teacher in the LGB secondary school. The greater part of our days are spent watching your children develop, think, laugh and cry. We spend time with them and take care of them. It is emotional. What are the things that affect our ability to teach properly? I will sum them up in saying that the management style of the school as it has now evolved seems to demonstrate a lack of respect towards the teachers as professionals and as human beings: The continued and growing refusal to involve teachers in the decision-making process as it affects teaching is the main point of discord. Many of us feel that there exists an evident, depressing and hurtfully negative attitude towards the teachers. I think this comes from a tendency to amplify and generalise a few examples which are not up to standard. The great majority of us are efficient and energetic in our work as teachers. We enter the profession in the hopes of doing a good job. But it a few do not reach perfection they should receive support and help. Instead of that, there is a rejection and sometimes harassment on the part of the management. Finally there now seems to be a gulf between the management and the personnel due to a tendency to see healthy debate and constructive criticism as negative and obstructive, perceiving criticism as a personal attack; to the point where many of us feel it is too dangerous to make comments on any subject unless we are 100% in agreement with whatever the management or the hierarchy proposes. This makes us not only insecure but unhappy because it takes away from us a part of what we should be instilling in out students: a healthy, critical outlook. Luigi Pierleoni : «I speak as a parent and a member of the Board. Nothing stops us from listening to criticisms, we do not refuse them. But things have gone too far. We should be more factual and respect the persons concerned. Let us stop accusing one another. I would not like my children to be taught this sort of behaviour in school. We should know what tone to give to our discussions and not overstep ourselves in our statements.» Asha S. Williams : « Former Chairman of the Board and parent. I would like to support the school. My son spent 14 very happy years here. We respect the teachers. It is not a question of being on the side of the parents, or on that of the teachers or the management, but on the side of the school. You have spoken of respect. This must be mutual. If there were a real dialogue we would not be here this evening. In conclusion I appeal to the Board, the parents and the teachers that we should all respect one another.» Ben Peterson : «I would like to speak to you all. I am President of the La Chât Student Council. I have never participated in this kind of a meeting and I am shaking .... I wondered if I should speak and I made up my mind. If you do not agree with me because I do not know certain things, please forgive me. I am speaking on behalf of my fellow students who, like me, have heard this evening's speakers. We students have been forgotten as members of the community; we are nonetheless members of the school. We have not heard anyone speak about students. Personally I have found that the DG is a good guide. He has set up the first student newspaper: the best newspaper. We can only thank him. In conclusion I would like to say that, in view of the world events which strike us every day, let us forget our differences and come together, students, parents, teachers, management ...... » Andrea Buscoglia : «Parent with a daughter in Pregny. Last year we were among the lucky ones on the Grand-Saconnex campus. On 23 March we received a letter from the Principal informing us that she wished to see the parents to talk about the Grand-Saconnex campus. On the afternoon of the 25 the DG informed a handful of parents that he intended to close the campus. The Board had taken its decision that day. Then we received a letter telling us to send our children to Mies. On 2 April we received a letter explaining the reasons for the closure, in spite of opposition ... the parents met with the heads of the CDG and there was an exchange of letters. On 7 June, the DG admitted that he was responsible for the poor communication. I hope I am only stating the facts. Perhaps we should also speak of fault in this affair. OK we had apologies. We were lucky to be able to enrol our children in Pregny... » John Boggs : « Thank you, Luigi could you respond with regard to the closure of the Grand-Saconnex campus ? » Luigi Pierleoni : « I am allowed two minutes to reply. I was one of the CDG members and I was one of the parents who complained. It was a matter of urgency. It is unfair to continue to criticise this closure .. there were many complaints; no cafeteria, no safe exit in this prefabricated block .. it was a question of what was said as opposed to what could be done .. there were many strongly worded calls ... it is shameful to continue to debate this... » Jeremy Lack « Alumnus, parent of a child at LGB, I have been working for a long time with Matt Cooper and was invited to the meetings concerning the malaise. I think there has been very little democracy, little transparency, little sense of responsibility. We are a Foundation, not shareholders ... lack of confidence with regard to the personnel. The malaise is a real sickness. The Board is the hard core and takes bad decisions. The school community feels it has been left on the sidelines and is afraid to speak to the Board and to the DG. Support of the teachers for M. Roux in the press ... something has gone wrong and I appeal to everyone. Let us work together and think of the future; let positive articles describe the school. Some people should leave the school. Let us be adult; let us take the right decisions and think of the children. » Mike Lee : I will continue with the theme of accountability and processes which Jeremy (the last speaker) was elaborating upon...and concentrate on ways of moving forward. I am Mike Lee – a few words of introduction so that my comments may be seen in context - 28 years in the Foundation as a parent, teacher, Head of Department, Director of La Châtaigneraie, and now Head of Student Services and member of the Foundation's Administrative Council. Outside of the Foundation during this time I have been involved in the accreditation of eight international schools from Baghdad to Vienna and most recently trained as a 'chair' of MSA and ECIS accreditation teams. This role involves me in leading teams of educators in evaluating complex schools as large and complex as our own – often with problems similar to our own. I am Head of the Foundation's Accreditation Self Study until June of this year. I am retiring early by choice at that time. Like almost everyone else who has a strong commitment to the Foundation I am very concerned that this meeting is not merely a venue for the public flogging of the Director General and the Board of Governors. It should be obvious to everyone that we already have in place all the functions and procedures that should have enabled us to deal with the issues that have arisen, without the need to confront in such a destructive and public way, and there are some very obvious improvements that need to take place if we are to avoid a repetition of recent developments. The reason why we have the functions and procedures in place is because we have been here before, quite regularly over the last 30 years. The perceptive direction of George Walker, the last Director General, recognised this and attempted to introduce procedures to avoid it. He came into the school at the end of ten years of turmoil when three Director Generals were forced to leave, having been placed under much the same pressure as Dr Billingsley. We are again on the verge of returning to the chaos and turmoil of the past and we need to make some serious changes in the way we all go about our business in the Foundation if we are to avoid this. Let me be more specific and make some recommendations: My first recommendation is that the Board must clearly state what the Foundation's policy is towards curriculum development. Perhaps we are talking about whether or not we are an international school with a mission to involve itself in the development of international curricular, or a Swiss private school in Geneva which has programmes in two languages. This has to be made clear to everyone, particularly the parents when they place their children in our school. The accreditation report of the Preliminary Visit clearly identifies a need for us to be more specific on this issue in our statement of Philosophy and Objectives. My second recommendation is that the whole of the Foundation must embrace professional appraisal - at all levels. It should start with the Board which at present is seen as a management entity which is answerable to no-one. In fact Accreditation will require that the Board must have in place an objective appraisal system - not self-appraisal. I recognise that the Board has moved some way towards putting a process in place but recent developments suggest that this should be a major priority for them. At the same time staff members who are on the Board should be given the respect afforded to full board members and be party to all discussions with the proviso that there may be confidential topics that cannot be shared immediately with their colleagues. Their input would surely be helpful and send a clear message to the community that the Board respects staff involvement in the management of the Foundation and the ability of staff members to deal with confidential topics confidentially. We do have a professional appraisal process in place in The Foundation but it is not used in an even way across all schools. This whole process, including that of materials that may or may not be placed on staff files, is clear. No documents should be placed on anyone's file without their signature, signifying that they have at least seen the document. They should be given the opportunity to comment on the documentation and have that filed and similarly signed by their director. There should be no surprises for anyone on their files. Just as important is that there should also be emphasis placed on positive input on files with recognition of exceptional performance or initiatives taken by colleagues. From what I can gather this is seldom done as regular practice. My second recommendation is therefore that appraisal systems must be in place covering all aspects of the Foundation's work and it should be part of the appraisal of directors, principals and the director-general confirming, or not, that such procedures are being respected. My third recommendation is concerned with the role of the staff union representatives. When it appears that agreement on important issues has not been reached, then the dispute should be taken to independent arbitration. This process exists. To ignore it is to thrust the Foundation into the turmoil we are now in. at present no self-respecting, informed international administrator, at any level, will apply for a post in the Foundation in the near future. It will take a long time for this situation to be improved. All this would have been avoided if the main issue had been taken to independent arbitration - a procedure put in place by George Walker and the unions to deal with such situations. My third recommendation is therefore quite obvious - respect the processes and procedures laid down for arbitration. My fourth and last recommendation is that the unions allow us to progress through the accreditation process, and give it their support to its final conclusion in April of next year. Not to complete the accreditation is to deny our place in the international schools community, or indeed as a school which values high standards in all aspects of school life. Our students will certainly face difficulties gaining entrance to US universities and colleges in the future - this has been confirmed by our two US counsellors who were recently in the US. Local companies and institutions may refuse to finance their employee's children's education in our school. Potential staff, both administrative and teaching, may consider this a major reason for not accepting a position with us. Our colleagues will certainly face considerable embarrassment as they listen to the negative perception of our school in the world. In some cases it may even affect their possibilities of obtaining work in other international schools. Our reputation is damaged already but being a non-accredited school will seal our poor reputation out there amongst the international schools community. My recommendation is therefore that we start the accreditation self-study as soon as possible - we have just about enough time to get it completed in a satisfactory way, address the problems that are causing concern in the community within that self-study, and begin to work as teams across the Foundation – just the kind of experience we need at this time as part of our 'healing' process - with the goal of re-assuming our true role as a major player in international education in the world. My final advice is to the few who will still wish to confront no matter what is said in this forum. Their goal continues to be to destroy the professional credibility of the Director General and the Foundation Board. I am certain that they have not thought their way through the consequences of their actions because the consequences are simply not viable. If they succeed in getting rid of the Director General there will be no suitable substitute in the wings to take over from him, and there will be no prospect of a suitable applicant from outside in the future. Who would come to this school - certainly recognised amongst my peers who run schools throughout the world as the graveyard for senior educational administrators? If you bring down the Board, what kind of message is that to the Swiss community? My conclusion is that we must find solutions together. The Director General has been working with the interests of the teaching staff in mind, (In response to an interjection by someone in the assembly who ridiculed this suggestion - I have never been witness to the Director General being anything but supportive of staff in Administrative Council meetings – in his approach to solving staffing issues – and those many parents and staff in the audience tonight who have known me for some time know that I am honest, so I am telling you that this is so.) - leading the negotiations for an increase in staff salaries for instance against the initial reticence of the Board. He was not willing to present the changes in staff working conditions that had been proposed by a governor who has since left the Board, and those changes were subsequently shelved, but sadly were used to raise the concerns of staff before that. At the same time he has tried to implement the Foundation's Strategic Plan and support the directors in this implementation. He has readily recognised that there are sections of the Foundation where Board policies like learning needs support services have not necessarily been respected, and professional appraisal ( a normal expectation of all staff) has not been undertaken. His solution has been to improve the ability of the Foundation to monitor that procedures are respected at Director level by introducing Campus Principals who would be responsible for ensuring the Board policies were put in place – amongst many other duties of course. The DG's responsibilities are enormous, complex and therefore highly demanding so surely we should be able to summon up some understanding of the pressure he is under – perhaps some tolerance. In my contact with him I have certainly been aware that his priority is to improve the educational experiences offered our children as described in Board policies, and reinforce the professional standing of the teachers by the implementation of the Foundation's appraisal system, whilst ensuring through negotiations that their salary conditions continued to improve, and contractual conditions remain probably second to none in the world. In the interest of the students in this Foundation he should be encouraged to continue to work with the Board to that end – a Board that is supportive of him and of the staff of the Foundation. On a personal note - I could have walked away from this situation, given the fact that I have only six months left to work here. My problem is that I do continue to give a damn ( pardon the expression) and will continue to do so until I advise my last student in July after the final IB examination results arrive. Colleagues and parents - you have in your hands the possibility of determining in what conditions that student and I will work together over the next few months – hopefully by moving forward together in a constructive and enjoyable way. Flavio Da Silveira : « Former parent of three children at Ecolint.. My elder son has a message. « I did all my schooling at Ecolint and passed the matu. Then I went to university in Geneva and then in Massachusetts. I had an excellent education and schooling at Ecolint. A very good influence. I understand what is affecting the school but would like to see that spirit preserved. The teachers are the school ... » Caroline Laneville : «I was an active member of the LGB PTA and am a parent of two young children at LGB. There are frustrations: teachers and parents. We must make a truce by developing ideas and finding solutions. We must work together for the well-being of the children. We must pay particular attention to the points raised this evening – give urgent attention to the priorities and review structures and procedures ... » Katherine Kastoryano : « Co-ordinator of Campus Services at LGB. Two years ago we were in the habit of meeting with our Directors, but this no longer happens. I asked for a budget for the football field which I have not received. On the contrary we are going to spend millions for a building. Architects' projects already exist. We have spoken again of this project and have redefined it. We hope we shall obtain everything we need in the budget: cafeteria, toilets ... the procedures no longer work. How can we decide and manage a campus as complex as LGB with three directors and a Campus Director? For the next Campus Director leave him the time to learn and involve him progressively in the decision-making process. Lia Ojjeh et Priya Mannava : « President of the LGB Student Council. We were encouraged by the students, who are an important part of the community, to come to this assembly. We have one question: We are busy talking about whose future? Students form the greater part of the community. Those who are responsible for the decisions must do their best because our future is in their hands. We thank you for maintaining the standard of our diplomas which must be recognised. The students are confused by the articles in the press. There is not enough communication with students, which is disturbing. The behaviour of certain members of the community makes us think that that they cannot solve the problems of the school if they cannot solve the problems between themselves.» Sandra Hails «I am a parent. Should we fire those members of the personnel who are militant; but most of them are militant .. Should we therefore fire the Board and the DG? They are not perfect, but nor are we, no-one is .. We should preserve what we have and set ourselves the task of finding efficient solutions. » Deborah Guebert : « I am the parent of a child at La Chât. We would like to have clear procedures from the Board and the DG with regard to a long-term plan. We see heaps of subject being brought up which are important subjects resulting from a lot of work. » Karen Diack : « I am the parent of a child at LGB. Is there no performance system? I think that is surprising. We would all benefit from a transparent system ... » Dr Donald Billingsley : « There is an evaluation process for the staff. This can be carried out on an annual basis. The staff (including administrative staff and the management) is systematically evaluated. » Karen Diack : « Will you publish the results?» Donald Billingsley : « Of course. » Jean-Pierre Gardiol : «I am Genevois, my wife is English. I chose the International School for its respect of different cultures and of the local education system. What have we experienced since the arrival of Mr. Billingsley? Expenses have rocketed. The administrative personnel and management have been moved away to Grand-Saconnex. Attacks on human dignity. This is harassment on the part of the Board and Mr. Billingsley. The file of M. Roux has been handled in an unworthy manner form the beginning. We have attempted dialogue and wish to find solutions, But we have been confronted with incompetence in the management of this crisis. Why should we be astonished then if some people see no other way out than to speak to the press? Following the forgery in Mr. Roux's file the executive committee did nothing for more than three weeks. Threats from parents have made you react. You only act out of fear of legal action and not out of a sense of morality. Donald Billingsley, Angela Horton, John Boggs, you have killed the spirit of the school. You have forgotten that we are in Geneva, an international city of which every Genevois is proud. You are no longer worthy of our school. Will you resign and allow us to elect other representatives ? » Thierry Halff : « Alumnus, parent of a child at LGB. I would like to speak to the teachers to thank them for the work done with the children. It is not a question of a choice between parents and teachers. We must respect the foundations of our charter. As a parent I am pragmatic and want my children to go to school. We cannot live without teachers or without a Board but we can live without this Board. To the Board I say, to be in disagreement does not mean to be disagreeable. There is emotion but there is nothing personal. However, I have one criticism: we have a Board which is hard and arrogant. I wish to say specially to Mr., Pierleone I do not like your arrogance. I do not like the way you hit the table and threw your pen. To the Board, there are two solutions: either you succeed in the coming days in re-establishing confidence between the parents and the staff, or you must stop the war and the solution would be to go. There are elections coming up and the best way to re-establish your legitimacy would be to present yourselves to the next elections. Unfortunately there are rumours which say that certain members of the Board wish to hang on and exercise their power over the Board. Disprove these rumours, show that you are not clinging on and that you place your mandate in the hands of the community.» M. Herbert Scheidt : « Parent of a child at La Chât. There is a lack of openness on the part of the Board. We need better communication. With regard to the French/English programmes I would like to know what measures have been taken to achieve a better integration and to apply a proper level to the French programme.» Sabine Birt : « Parent of a child at La Chât. Those who do not support the Board and Donald Billingsley do not support the Child Protection Policy either. Donald Billingsley has devoted himself to the child protection issue and the policy is excellent. I support the Board and Donald Billingsley. We must continue to work with them for the safety of our children. » Othman Hamayed : « I am a teacher at LGB and I have good personal relations with Donald Billingsley. On the professional level we often have differences. I have written to the Board on the subject of protection of the individual and psychological attacks. The second letter received no reply. I have been here for 28 years and recently I have had enough. If the school is changing we must be told. In September I was about to leave. This surprised my colleagues but I feel that when one no longer fits the framework one should know when to leave. The art of resigning is an essential skill in management. Lately I have seen Mme Gromadzki and have had a very good contact with her. Former Board members know that my heart is in this school. I have too much power after 28 years here. I wish to continue to work for an intercultural school which goes beyond nations. There have always been problems of integration. A Lebanese mother said to me one day «the school is brave to appoint an Arab to the francophone section ... » This evening I am sad because when the channels of communication are blocked one has to use other methods. Communication is also listening to others. People make up the institution, that is the basis of human resources. Those who make up the school are the teachers. They must be respected and given the means to enjoy job satisfaction. I have certain faults which I admit but not as many as the Board would like to imply. We must communicate for the good of the community and out of respect.» Melvyn Elphee : «I am a teacher at LGB secondary. I would like to point out that this evening the teachers are speaking individually and we cannot speak as individuals without taking a risk. There have been bad actions and injustice. We have to fight for what is just. We have noted the procedures of meetings which have divided us. We are responsible for the education of the students and they are criticising what is going on at the present time. A rise of 1.2% will not affect my life. There have been problems in school for the past 8 years. I think that Donald Billingsley has done the work of the Board. The work of the management is not to give orders, but to support, to co-ordinate and to give form to decisions. The teachers are now putting up a resistance. We want a management which supports our work. We want ECIS accreditation but we must have suitable conditions to achieve this. We have little ammunition and we must use it. We are asking for a tolerant, non-penalising structure. We wish to work together and to be respected for the time and energy that we put into our work. » Dennis Mercer : « I am the parent of a student at La Chât. I think that the CDG should be more deeply involved in the decision-making process. There is a great gulf between the management on the one hand and the personnel on the other. I do not think it is a question of personalities but one of communication. Communication means more than having an attractive website. We must look at ways of improving that. » Michael Romig : «I have been a student at La Chât for 13 years and will have my diploma in a few months. I am shocked by certain things. You say that the students are not affected by the malaise. We have seen many changes within the school. Particularly the problem of overcrowding. In 1999 4 classes took the graduating exams instead of 3. It is possible that from now on the school has become too big to be managed as in the past. The students are affected. We should be left to work in a democratic fashion. The Board should be democratic and us too. You should concentrate more on our education. » Simone Schmidlkofer : « I am the youngest teacher in the school and have been here for 2 years. I have fresh memories of what has happened. The young teachers are not finding the support they need. Classes are getting bigger and bigger and there is no continuous teaching development. Even if I have a lot of ideas the structure of the school hinders us from developing our enthusiasm and the power of the Campus Principal to help in this way is limited. I would like to be enthusiastic because I am a young teacher. I hope that the structure will change to allow me to act in this way. » John Schumann : «I am a teacher a La Chât and president of the Staff Association. I am trying to explain to people that I do not know why we are in the present situation. Communication is a problem. Parents receive letters from the management but it is difficult to communicate. The boycott of ECIS is linked to the Christophe Roux affair. As soon as this is closed, the boycott will also end. A recommendation has been made which would enable us to begin to work on the accreditation. There are also other problems such as a better representation of the teachers; there are two staff representatives on the Board. One of these took the liberty of giving his opinion to the Board during a meeting and was clearly told that he was there to observe and could not speak but merely listen ...» John Boggs : « That is not true... » Philip Wingate : « Yes, Mr. Chairman, I am the observer to whom Mr. Schumann refers and I confirm that that is what happened ... » John Schumann : «...We did not refuse to go to arbitration. Management should have prepared a file and we should have discussed the matter, but we were astonished when M. Christophe Roux received his first termination letter. This is criminal procedure. On another level, it is abnormal that my colleagues in the different school sections should have to pay for their own photocopies when the management permits itself to stay in luxury hotels and enjoy lavish meals ... On one occasion a former Director-General asked me how I saw his position as DG and I replied that I thought it very well paid for a teachers' assistant. We are the ones in contact with the students. This evening we see and hear their protests. The petitioners who asked for this assembly to be called have foreseen a vote and I would like Hélène to present it. » John Boggs : « Thank you. We will now give the floor to the Director-General, Dr. Billingsley » Donald Billingsley : «I would like to thank and congratulate all the personnel for their civic sense all through this assembly. I have one expression which comes to mind at this moment: « A quelle sauce serai-je cuit... ? » You are irritated, frustrated, you want a change. I am confused. The speakers jump from one subject to another. In the end I understand that you wish to express your desire for change. Allow me to speak of my work. The Board thinks that the Director-General should do all he can for education. I am the teachers' assistant. And like you, I do what I can. The problem is that some of you paint me as an enemy. You say that we must install democracy, but I think this is the most democratic school that I know. The Board is elected. Which is not the case in most schools. If you are not in agreement with the DG, you make it known and there is a change ... But this is proof of the instability of the school: you have had 12 DGs in thirty years. Perhaps I am in the wrong, but my feeling is that we are endangering an institution which is already under pressure. And I would like to conclude by reminding us that we should all concentrate on the education of the children who are committed to our care. That is the most important thing and the aim of our mission.» John Boggs : « We have come to the end of this assembly. We have seen some bad things this evening. We have arrived at a crisis point. Should we split the school into three separate schools instead of one ? ... I would like to thank all the speakers, parents, teachers, students and staff who have participated in this meeting.» The Chairman brought the Extraordinary Consultative General Assembly to a close at 01h.30 on 27 February, 2002, but the consultative and unofficial vote referred to earlier in the proceedings (by Hélène Ballivet and John Schumann) nonetheless took place. Referendum Homepage 2002-05-29 by: ecolint.alumni@florin.com

Issues Concerning the
School Community Referendum
of June, 2002

EXTRAORDINARY CONSULTATIVE GENERAL ASEMBLY

Tuesday 26 February 2002, at 19 h30

Palais des Nations, Bâtiment E – Salle XIX

Presentation of members of the Governing Board :

Present : John Boggs (Chairman), Pierre-Alain Hirschy (Vice-Chairman), Philippe Holderbeke (Treasurer), Susan Hafner (Secretary), Carol Panchaud, Luigi Pierleoni, Valérie De Marnix, Rodney Enix-Ross, Pamela Gromadzki, Louis McCaul, Atalanti Moquette, Philip Procter, Constanza Vallenas, Françoise Wallin (Conseil d'Etat genevois), et Donald Billingsley (Directeur Général).

Absent : Josie Clerc (Conseil d'Etat vaudois), Raymond Jourdan (Conseil Fédéral).

Important notice : Since the proceedings were not recorded, due to a technical problem within the UN services, we crave the indulgence of the speakers with regard to the transcription of their interventions. We have sought to render these as accurately as possible but were obliged to work solely from written notes taken throughout the very long meeting whose debates were continuously fast-paced. In instances where speakers provided their own notes these have been gratefully used.

Welcome

John Boggs opened the meeting at 19h40 by welcoming those who were present and asked members of the Governing Board to introduce themselves. He reminded the meeting that only parents, alumni personnel and governing Board members were entitled to attend the meeting and referred to certain fundamental principles of the Foundation:

« We are here in a common interest, that of the education of our children, which is our principal objective.

We are bound by article 4 of our charter: « The activity of the school in all fields ... shall be based on the principles of equality and solidarity among all peoples and of the equal value of all human beings ... »

This meeting could be very productive if we concentrate on the problems. Let us be cautious with what we say in a public forum. We may be in disagreement but « to disagree ... does not mean that we need to be disagreeable » Samuel L. Goldwyn.

We have interpretation until 22h30 so please speak clearly.

An ECGA forms a part of our regulations and 250 signatures are necessary to call one.

Throughout this presentation speakers from the floor interrupted to demand an agenda, to state that 439 signatures had been received and that the present Assembly belonged to the petitioners. Many rose to their feet while others called out "agenda, agenda!".

Luigi Pierleoni then took the floor: « I am very surprised .. we ask for respect, I do not know you and you do not know me. We shall listen to everyone. We shall speak of the Agenda, no one wishes to hide anything. This is not a private question but an assembly made up of people of different situations ... »

John Boggs referred to the petition: «The text of the petition dated 11 December 2001 said: « ...To consider and discuss in an open manner all the problems concerning the operation of the school, its management and its orientation, as well as pedagogical questions ... »

« We are a non-profit organisation, the Assembly is called by the Governing Board and led by the Governing Board. »

John Boggs also reminded the meeting that the Charter stipulated that the Governing Board is the highest authority of the school: « It alone is responsible for the nomination of the Director-General and for the evaluation of his performance. It is responsible for finances, personnel, administrative management and negotiations with the staff association. The function of an consultative general assembly is to elect the Governing Board, to seek information and make suggestions, and to discuss matters concerning the Foundation.

As Luigi has said there are many factions, this is a meeting of the whole community and we must respect the opinions of everyone.

I have worked with Hélène Ballivet to prepare this assembly. you have a list of questions and we will address them all. »

John Boggs then enumerated the points raised by the committee who had requested this extraordinary assembly:

Deterioration of the school climate

Financial management

Pedagogical leadership

Perception of the Director-General's activity.

Restoring spirit and good functioning of the school.

This presentation was followed by the interventions of different speakers :

Jean-Louis Crochet : «I am the parent of a student at LGB and a former Board member. This Extraordinary Consultative General Assembly was called in response to a demand from 439 signatories (250 are sufficient to call an Assembly). the purpose of this assembly is to make recommendations to the Board and while these have no legal validity, the Board must take them into account. The Board was wise enough to accept our agenda and we thank you for that. You preside over the Assembly but it is the signatories' assembly. The petitioners want to clarify the situation and end with a vote. This is an opportunity for the community to demonstrate its attachment to the school.»

John Boggs « I would like to point out that our Charter declares the Governing Board to be the highest authority of the Foundation. The consultative General Assembly does not take decisions but this is an opportunity to exchange points of view, it is a wonderful opportunity.»

Hélène Ballivet : «Members of the Governing Board, Parents, former Board members, friends, in the name of the committee I would like to thank the Board for having accepted the conditions proposed by the petitioners whom I represent. This Assembly was called in accordance with article 16/3b of our Charter which governs our school and follows the provisions of the Code Civil Suisse. The aim of our Charter is to « ... serve the international community and those committed to the concept of international education, be they members of the international or local community.» This precept is flouted by the current management of the school. This is why a group of parents and teachers decided to sign a petition to obtain the present Assembly. In two years we have had 2 Extraordinary General Assemblies. I hope that everyone may be able to make themselves heard in respect. Over and above the problems which exist we are currently experiencing a repeated refusal to be heard. That is the reason for the disorder which reigns at the present time and the reason for this assembly. A real dialogue must be restored between the various parties. At the end your viewpoint will be solicited as a consultative measure. The aim is to define a line of conduct, in a climate of respect, for the good of the school. »

John Boggs thanked Mme Ballivet and pointed out that the fact that there had been two Consultative General Assemblies in two years demonstrated clearly that the Board and the school management wished to listen to the community. When he asked Mrs. Bennett-Powell, Chair of La Chât CDG to speak on certain facts, he was interrupted by voices from the floor requesting a point of order and saying: « Point of order, Mr. Chairman, what is going on ? You ask us to express our opinions but you have your own list of speakers.»

Susan Hafner then replied that all speakers would be heard and John Boggs added that spokespersons from different groups had the right to speak.

Against the heckling of some voices Wendy Bennett-Powell spoke as follows :

«I spoke with teachers and parents the last time here eighteen months ago, before this Director-General. Seven of the sixteen people were different, but the problems were the same. Our school is over-subscribed, we have too many pupils for the buildings, we have insufficient funds and not enough income with school fees. Renovations are needed. It is said that we have no leadership but I do not believe this. During the last eighteen months there have been open meetings; the Director-General called for a programme of meetings. There has been progress on the new campus project. We are operating in accordance with our financial budget. We must make a general evaluation of our needs so that these problems do not lead to a crisis ...»

But the public once more interrupted her presentation and John Boggs added

« I asked for respect for each of the speakers, Wendy please continue ... »

Wendy Bennett-Powell : « I gave my point of view to the CDG and expressed our concerns. We are not working hand in hand. We speak of the spirit of the school, but if we do not work together we will not achieve a new accreditation for the school. We must work together.»

Her speech concluded to applause.

John Boggs : « Thank you. We must respect each other in spite of disagreements. I would like to call on the next speaker, Gladys Doebeli-Rocourt.

Gladys Doebeli-Rocourt : « Mr. Chairman, Ladies and Gentlemen. I am a teacher at LGB. I agree that we must have respect, but let the petitioners express themselves first of all because that is the reason for this Extraordinary General Assembly .. once the reasons have been aired, everyone may speak.

We are here tonight because, as you already know, for more than a year a certain "malaise" has grown up within the heart of the Foundation, a malaise between the large majority of the personnel and the management. In an effort at communication and comprehension, and faithful to the spirit of the Foundation's charter, we have taken certain steps to set up a constructive dialogue with those responsible for the management (the Director-General and the Governing Board). These steps were not responded to or were ignored. When our representatives were finally received by the Governing Board they were informed that all the actions undertaken by the Director-General had been authorised by the Board. There were no grounds for complaint. There was no dialogue. We wish to underline the major reasons for which we are here today and which will be enlarged upon according to the agenda. We note on the part of the upper levels of management:

a wish to cut the personnel off from the parents

a wish to cut the personnel off from local management (i.e. unit directors)

a wish to divide the personnel

a wish to discredit the staff association in the face of its members and the parent community

If we are here tonight in a large majority it is:

on the one hand to defend – with you, parents – our school's Charter which, it appears, only has a meaning and an ethical obligation for the personnel,

on the other hand to take the necessary decisions so that, in the shortest time, profound changes may take place in the managerial structure of the Foundation

because we are no longer confronted by a simple "malaise" but the Foundation, our Foundation is suffering from a severe illness.

John Boggs : « Thank you. We will now hear another speaker who will explain the malaise to us.»

Boris Drahusak «I am a teacher at La Châtaigneraie. It is not easy to communicate and I do not wish to waste time. First of all I would like to say to the parents that your children are not affected by this crisis, we are doing our work, we are taking our classes. But if we do not take a decision things will get worse. This evening the francophones, the anglophones, the teachers are sending this message: We love our school, which is the reason we are here, otherwise a gangrene will set in. There is no personal animosity, we are a large school. We must review the structure as well as consultative procedures. There is a crisis in the structure and the management and we are not consulted when it is necessary. Many teachers express opinions which are not reflected in a final document. We have little chance of reaching an agreement. Certain efforts have been made, such as the multimedia centre but if we do not make an effort now to rethink the structures things will become much worse later. »

This intervention was received with applause.

Philippa Romig : « I have four children at La Chât. I have a message for the teachers: I respect you for the time and energy you devote to our children. This is a painful situation for the parents. The accreditation must be renewed. The children need your support and we must restore your energy and love.

I am not sufficiently close to the Board to explain these problems but as it has been said one of these is space and another is structures. The Foundation is now too large to maintain its initial objectives and it will grow even more. The solution to this malaise or cancer is central planning. We must become a smaller autonomous unit. The community will find a solution. We need to revise the Charter and make changes. It will be long but necessary. In this way the Board will rediscover the united vision which it had in the beginning.

Allen Rozelle : « I am a teacher at LGB and would like to speak on the question of accreditation (ECIS). If the Foundation is not healthy, the accreditation procedure will be long. Let us bring the Foundation back to health. Gladys spoke of malaise and another speaker used the term "cancer". The Board can heal itself. Gladys raised those points where problems exist between the management and the community: the wish to divide the community, to divide the teachers and the parents, to divide the teachers and the administrators and to divide the personnel itself. We have had examples of partial replies to questions: the letter to parents in the month of May justifying the rise in fees by referring to salary increases for the personnel but without speaking of the Director's own position. Certain letters sent out recently mention the fact that the Staff Association has violated the procedures existing in the CCT ... The unit directors are competent but during one meeting criticism of the directors was requested. We have been asked to do replacement work without remuneration. They are tying to divide the campuses.

We are paid to teach the children. I am talking about problems which should not be my problems, nor yours, dear parents. I am not giving a lesson on the renaissance, which is my job. The time I spend teaching your children is my life. Because of what is going on you are busy stealing my life and, as I am not doing my job, I am busy stealing your money. For me all of this can be summed up as banditry.

Applause...

Géraldine Freeman : « I am a teacher at LGB. I would like to talk about the newspaper articles. Ecolint has been in the habit of being quoted in the press through favourable articles, rarely for negative ones. This has now changed for the worse. I will quote certain articles but I wanted to say that the union never divulges information and does not make comments to the press. There have been leaks which should not be attributed to the personnel.

. 28 January, threat of strike, 300 employees protest.

. New Dreyfuss affair. The DG himself has spoken of a Dreyfuss affair.

. DG in the hot seat. The DG says that Ecolint must function well - it is important for the interntional organisations.

. ECIS – a school which does not obtain accreditation is not well thought-of.

. Unwise nonchalance. Elka Gouzer – Saint-Valentine's Day - Ecolint : sanction based on a forgery. Mrs. Maccaud former Director of Les Marronniers was contacted in Monaco and denies having written the letter, it is not her signature.

. 23/24 février, Ecolint : the unions leap to the defence. These same unions were concerned with the Swissair affair .. it is not good that Ecolint should be compared with Swissair.

With articles like these it is difficult to prove to parents and to Geneva at large that we are the best school in the world. Any future articles should be good ones.

Frazer Borens : «I have two children in the Foundation. I would like to raise the question of finances. The situation of certain parents is proof that we are not here to throw our money away. Thank you teachers for all you do. This is the most expensive school in Europe. The fees are going up. We had an annual increase at the end of 2000 and a new increase at the end of 2001. Now there is a rise of 4%. Costs have outrun budgets (we have economised 400,000 francs, have saved 200,000 francs on salaries, but the fees are going up and we have a loss of 500,000 francs...) In a healthy management the school should follow a programme which foresees costs and expenses. There was the euphoria of urgently erecting a building costing 400,000 francs with no budget which was a managerial error. Then there was the changing of campus with no warning to parents. How can we have confidence in a management which makes this sort of errors. From a reliable source we hear that a primary school director received a golden handshake on retirement.

With regard to the projected 1,000 franc increase; parents who currently have a child in the kindergarten in 12 years time, when the child is in his final year, will have to pay around 40,000 francs of school fees. If you don't like this idea, vote no against the current management.

John Boggs asked Philippe Holderbeke, Treasurer of the Foundation, to present some financial details in reply to this speaker.

Philippe Holderbeke : «It is not easy to simplify, but I will show 9 slides which I hope will answer your questions.

(see annex : Operating Budget 2001/2.)
With regard to salary increases: salaries at Ecolint were a bit below those in Geneva's public education sector. The CCT is now 5 years old and we had to raise salaries by 1.2% to come back into line.

The school is not a business enterprise, we still need premises; it is a community of people and we must think of salary costs.

The Financial Director has set an cost audit in motion and we are awaiting the results. We shall count everything to the last pencil.

Daniel Konikoff : «There is an incompatibility with the idea we have of the DG's post. The DG made his choice of Campus Principal without consulting us and the one he chose was the last on our list. That is making fools of us. The Foundation had a consultative committee from which the Principals have been excluded. In over a year we have not seen any real pedagogical leadership. I noticed how the DG pushed aside a true pedagogue. The DG does not want our principal, he harasses him. Efforts were made to create a real International School with foreign teachers: maths are given with a Russian accent and economics with a North African accent, not forgetting the accent of French-speaking Canada and Celine Dion. Our principal's weakness is that he is a good pedagogue and a human being but he is harassed by the Board and the DG.

Alejandro Rodriguez-Giovo : «I am a teacher and a former pupil. Many of my colleagues are asking themselves a lot of questions. A crime has been committed at Ecolint and I would like to state the truth quite clearly. The crime I refer to is the forgery which was carried out with the sole aim of destroying the career of a teacher who is a staff representative. The police should take this affair in hand and discover who perpetrated the forgery and placed it in his file. Ecolint has lost credibility and is in the hands of a an authoritarian management with totalitarian methods. Teachers are now wondering if there are not forgeries in their own files too. The leader of the school should be above suspicion. The moral status of the teachers and management should not be able to be challenged.»

Applause...

Jean-Louis Crochet : «I would like to know what the Board and the DG have decided to do with regard to the forgery ».

Donald Billingsley, DG : «I am authorised to make the following statement: The warning against Christophe Roux has been withdrawn and an outside expert will investigate the nature and the origin of the so-called forgery which it is claimed was placed in the file of M. Roux. Once we have discovered its origin we shall take the necessary measures.»

Luigi Pierleoni : «As a member of the Board and a human resources professional, I am the co-ordinator for the DG's evaluation process. This evaluation takes into account the opinions of the administrative personnel. There are two stages: quantitative and qualitative. Quantitative stage; principal objectives attained, tasks fulfilled, management and finances (fund-raising). Qualitative stage: the manner in which the DG fulfilled his tasks in order to attain the fixed objective.

This evaluation is calculated on the basis of a scale from 1 to 5. A second form enables each staff member to refer to facts and work experiences in order to make the evaluation. Once an evaluation is completed new objectives are fixed. The current process is now in its final stage. We have received the forms and are compiling the information into a table. We began in January. The evaluation of the DG on the basis of these two elements, qualitative and quantitative, will be published as in the past.

Matt Cooper : « I am President of the Alumni Association. I will speak about the malaise. My 13 years at the International School taught me a behaviour and a sense of values which is not found here this evening. I have a feeling of shame. At the end of this meeting I hope we may all understand that as long as we work separately more and more differences will arise and will give rise to passionate reactions. My view is that I choose to work with anyone sitting in this room and to support them. Our community must work towards a better future. The alumni give their support and we do that irrespective of who sits on the Board. The choice is to know whether we are working together or not.»

John Boggs : « 23 persons wish to speak. »

Zafar Shaheed : «I am a former student and parent of children at LGB. Like Mr. Cooper I was at school from 1956-67. I have 3 brothers and sisters who were also students at Ecolint and have children who are here now. My sister also has three children in this school. Between us, my family and I have given CHF 1'625'000.- to the school. I love this school but at the moment I have a feeling of shame. We have heard two words: community and efficacity. To be honest, there are moments when I cannot stand you and I have the impression that I am not getting what I wish for my children. But more often I appreciate you and understand the problems between the management and the teachers. My worry is, «what will the newspapers say tomorrow?» I will always love this school, help me to love it ... »

Julie Elphee : «I am a teacher in the LGB secondary school. The greater part of our days are spent watching your children develop, think, laugh and cry. We spend time with them and take care of them. It is emotional. What are the things that affect our ability to teach properly? I will sum them up in saying that the management style of the school as it has now evolved seems to demonstrate a lack of respect towards the teachers as professionals and as human beings:

The continued and growing refusal to involve teachers in the decision-making process as it affects teaching is the main point of discord.

Many of us feel that there exists an evident, depressing and hurtfully negative attitude towards the teachers. I think this comes from a tendency to amplify and generalise a few examples which are not up to standard. The great majority of us are efficient and energetic in our work as teachers. We enter the profession in the hopes of doing a good job. But it a few do not reach perfection they should receive support and help. Instead of that, there is a rejection and sometimes harassment on the part of the management.

Finally there now seems to be a gulf between the management and the personnel due to a tendency to see healthy debate and constructive criticism as negative and obstructive, perceiving criticism as a personal attack; to the point where many of us feel it is too dangerous to make comments on any subject unless we are 100% in agreement with whatever the management or the hierarchy proposes. This makes us not only insecure but unhappy because it takes away from us a part of what we should be instilling in out students: a healthy, critical outlook.

Luigi Pierleoni : «I speak as a parent and a member of the Board. Nothing stops us from listening to criticisms, we do not refuse them. But things have gone too far. We should be more factual and respect the persons concerned. Let us stop accusing one another. I would not like my children to be taught this sort of behaviour in school. We should know what tone to give to our discussions and not overstep ourselves in our statements.»

Asha S. Williams : « Former Chairman of the Board and parent. I would like to support the school. My son spent 14 very happy years here. We respect the teachers. It is not a question of being on the side of the parents, or on that of the teachers or the management, but on the side of the school. You have spoken of respect. This must be mutual. If there were a real dialogue we would not be here this evening. In conclusion I appeal to the Board, the parents and the teachers that we should all respect one another.»

Ben Peterson : «I would like to speak to you all. I am President of the La Chât Student Council. I have never participated in this kind of a meeting and I am shaking .... I wondered if I should speak and I made up my mind. If you do not agree with me because I do not know certain things, please forgive me. I am speaking on behalf of my fellow students who, like me, have heard this evening's speakers. We students have been forgotten as members of the community; we are nonetheless members of the school. We have not heard anyone speak about students. Personally I have found that the DG is a good guide. He has set up the first student newspaper: the best newspaper. We can only thank him. In conclusion I would like to say that, in view of the world events which strike us every day, let us forget our differences and come together, students, parents, teachers, management ...... »

Andrea Buscoglia : «Parent with a daughter in Pregny. Last year we were among the lucky ones on the Grand-Saconnex campus. On 23 March we received a letter from the Principal informing us that she wished to see the parents to talk about the Grand-Saconnex campus. On the afternoon of the 25 the DG informed a handful of parents that he intended to close the campus. The Board had taken its decision that day. Then we received a letter telling us to send our children to Mies.

On 2 April we received a letter explaining the reasons for the closure, in spite of opposition ... the parents met with the heads of the CDG and there was an exchange of letters. On 7 June, the DG admitted that he was responsible for the poor communication. I hope I am only stating the facts. Perhaps we should also speak of fault in this affair. OK we had apologies. We were lucky to be able to enrol our children in Pregny... »

John Boggs : « Thank you, Luigi could you respond with regard to the closure of the Grand-Saconnex campus ? »

Luigi Pierleoni : « I am allowed two minutes to reply. I was one of the CDG members and I was one of the parents who complained. It was a matter of urgency. It is unfair to continue to criticise this closure .. there were many complaints; no cafeteria, no safe exit in this prefabricated block .. it was a question of what was said as opposed to what could be done .. there were many strongly worded calls ... it is shameful to continue to debate this... »

Jeremy Lack « Alumnus, parent of a child at LGB, I have been working for a long time with Matt Cooper and was invited to the meetings concerning the malaise. I think there has been very little democracy, little transparency, little sense of responsibility. We are a Foundation, not shareholders ... lack of confidence with regard to the personnel. The malaise is a real sickness. The Board is the hard core and takes bad decisions. The school community feels it has been left on the sidelines and is afraid to speak to the Board and to the DG. Support of the teachers for M. Roux in the press ... something has gone wrong and I appeal to everyone. Let us work together and think of the future; let positive articles describe the school. Some people should leave the school. Let us be adult; let us take the right decisions and think of the children. »

Mike Lee :

I will continue with the theme of accountability and processes which Jeremy (the last speaker) was elaborating upon...and concentrate on ways of moving forward.

I am Mike Lee – a few words of introduction so that my comments may be seen in context - 28 years in the Foundation as a parent, teacher, Head of Department, Director of La Châtaigneraie, and now Head of Student Services and member of the Foundation's Administrative Council. Outside of the Foundation during this time I have been involved in the accreditation of eight international schools from Baghdad to Vienna and most recently trained as a 'chair' of MSA and ECIS accreditation teams. This role involves me in leading teams of educators in evaluating complex schools as large and complex as our own – often with problems similar to our own. I am Head of the Foundation's Accreditation Self Study until June of this year. I am retiring early by choice at that time.

Like almost everyone else who has a strong commitment to the Foundation I am very concerned that this meeting is not merely a venue for the public flogging of the Director General and the Board of Governors. It should be obvious to everyone that we already have in place all the functions and procedures that should have enabled us to deal with the issues that have arisen, without the need to confront in such a destructive and public way, and there are some very obvious improvements that need to take place if we are to avoid a repetition of recent developments.

The reason why we have the functions and procedures in place is because we have been here before, quite regularly over the last 30 years. The perceptive direction of George Walker, the last Director General, recognised this and attempted to introduce procedures to avoid it. He came into the school at the end of ten years of turmoil when three Director Generals were forced to leave, having been placed under much the same pressure as Dr Billingsley. We are again on the verge of returning to the chaos and turmoil of the past and we need to make some serious changes in the way we all go about our business in the Foundation if we are to avoid this.

Let me be more specific and make some recommendations:

My first recommendation is that the Board must clearly state what the Foundation's policy is towards curriculum development. Perhaps we are talking about whether or not we are an international school with a mission to involve itself in the development of international curricular, or a Swiss private school in Geneva which has programmes in two languages. This has to be made clear to everyone, particularly the parents when they place their children in our school. The accreditation report of the Preliminary Visit clearly identifies a need for us to be more specific on this issue in our statement of Philosophy and Objectives.

My second recommendation is that the whole of the Foundation must embrace professional appraisal - at all levels. It should start with the Board which at present is seen as a management entity which is answerable to no-one. In fact Accreditation will require that the Board must have in place an objective appraisal system - not self-appraisal. I recognise that the Board has moved some way towards putting a process in place but recent developments suggest that this should be a major priority for them. At the same time staff members who are on the Board should be given the respect afforded to full board members and be party to all discussions with the proviso that there may be confidential topics that cannot be shared immediately with their colleagues. Their input would surely be helpful and send a clear message to the community that the Board respects staff involvement in the management of the Foundation and the ability of staff members to deal with confidential topics confidentially.

We do have a professional appraisal process in place in The Foundation but it is not used in an even way across all schools. This whole process, including that of materials that may or may not be placed on staff files, is clear. No documents should be placed on anyone's file without their signature, signifying that they have at least seen the document. They should be given the opportunity to comment on the documentation and have that filed and similarly signed by their director. There should be no surprises for anyone on their files. Just as important is that there should also be emphasis placed on positive input on files with recognition of exceptional performance or initiatives taken by colleagues. From what I can gather this is seldom done as regular practice.

My second recommendation is therefore that appraisal systems must be in place covering all aspects of the Foundation's work and it should be part of the appraisal of directors, principals and the director-general confirming, or not, that such procedures are being respected.

My third recommendation is concerned with the role of the staff union representatives. When it appears that agreement on important issues has not been reached, then the dispute should be taken to independent arbitration. This process exists. To ignore it is to thrust the Foundation into the turmoil we are now in. at present no self-respecting, informed international administrator, at any level, will apply for a post in the Foundation in the near future. It will take a long time for this situation to be improved. All this would have been avoided if the main issue had been taken to independent arbitration - a procedure put in place by George Walker and the unions to deal with such situations.

My third recommendation is therefore quite obvious - respect the processes and procedures laid down for arbitration.
My fourth and last recommendation is that the unions allow us to progress through the accreditation process, and give it their support to its final conclusion in April of next year. Not to complete the accreditation is to deny our place in the international schools community, or indeed as a school which values high standards in all aspects of school life. Our students will certainly face difficulties gaining entrance to US universities and colleges in the future - this has been confirmed by our two US counsellors who were recently in the US. Local companies and institutions may refuse to finance their employee's children's education in our school. Potential staff, both administrative and teaching, may consider this a major reason for not accepting a position with us. Our colleagues will certainly face considerable embarrassment as they listen to the negative perception of our school in the world. In some cases it may even affect their possibilities of obtaining work in other international schools. Our reputation is damaged already but being a non-accredited school will seal our poor reputation out there amongst the international schools community.

My recommendation is therefore that we start the accreditation self-study as soon as possible - we have just about enough time to get it completed in a satisfactory way, address the problems that are causing concern in the community within that self-study, and begin to work as teams across the Foundation – just the kind of experience we need at this time as part of our 'healing' process - with the goal of re-assuming our true role as a major player in international education in the world.

My final advice is to the few who will still wish to confront no matter what is said in this forum. Their goal continues to be to destroy the professional credibility of the Director General and the Foundation Board. I am certain that they have not thought their way through the consequences of their actions because the consequences are simply not viable. If they succeed in getting rid of the Director General there will be no suitable substitute in the wings to take over from him, and there will be no prospect of a suitable applicant from outside in the future. Who would come to this school - certainly recognised amongst my peers who run schools throughout the world as the graveyard for senior educational administrators? If you bring down the Board, what kind of message is that to the Swiss community?

My conclusion is that we must find solutions together. The Director General has been working with the interests of the teaching staff in mind, (In response to an interjection by someone in the assembly who ridiculed this suggestion - I have never been witness to the Director General being anything but supportive of staff in Administrative Council meetings – in his approach to solving staffing issues – and those many parents and staff in the audience tonight who have known me for some time know that I am honest, so I am telling you that this is so.) - leading the negotiations for an increase in staff salaries for instance against the initial reticence of the Board. He was not willing to present the changes in staff working conditions that had been proposed by a governor who has since left the Board, and those changes were subsequently shelved, but sadly were used to raise the concerns of staff before that. At the same time he has tried to implement the Foundation's Strategic Plan and support the directors in this implementation. He has readily recognised that there are sections of the Foundation where Board policies like learning needs support services have not necessarily been respected, and professional appraisal ( a normal expectation of all staff) has not been undertaken. His solution has been to improve the ability of the Foundation to monitor that procedures are respected at Director level by introducing Campus Principals who would be responsible for ensuring the Board policies were put in place – amongst many other duties of course.

The DG's responsibilities are enormous, complex and therefore highly demanding so surely we should be able to summon up some understanding of the pressure he is under – perhaps some tolerance. In my contact with him I have certainly been aware that his priority is to improve the educational experiences offered our children as described in Board policies, and reinforce the professional standing of the teachers by the implementation of the Foundation's appraisal system, whilst ensuring through negotiations that their salary conditions continued to improve, and contractual conditions remain probably second to none in the world. In the interest of the students in this Foundation he should be encouraged to continue to work with the Board to that end – a Board that is supportive of him and of the staff of the Foundation.

On a personal note - I could have walked away from this situation, given the fact that I have only six months left to work here. My problem is that I do continue to give a damn ( pardon the expression) and will continue to do so until I advise my last student in July after the final IB examination results arrive. Colleagues and parents - you have in your hands the possibility of determining in what conditions that student and I will work together over the next few months – hopefully by moving forward together in a constructive and enjoyable way.

Flavio Da Silveira : « Former parent of three children at Ecolint.. My elder son has a message. « I did all my schooling at Ecolint and passed the matu. Then I went to university in Geneva and then in Massachusetts. I had an excellent education and schooling at Ecolint. A very good influence. I understand what is affecting the school but would like to see that spirit preserved. The teachers are the school ... »

Caroline Laneville : «I was an active member of the LGB PTA and am a parent of two young children at LGB. There are frustrations: teachers and parents. We must make a truce by developing ideas and finding solutions. We must work together for the well-being of the children. We must pay particular attention to the points raised this evening – give urgent attention to the priorities and review structures and procedures ... »

Katherine Kastoryano : « Co-ordinator of Campus Services at LGB. Two years ago we were in the habit of meeting with our Directors, but this no longer happens. I asked for a budget for the football field which I have not received. On the contrary we are going to spend millions for a building. Architects' projects already exist. We have spoken again of this project and have redefined it. We hope we shall obtain everything we need in the budget: cafeteria, toilets ... the procedures no longer work. How can we decide and manage a campus as complex as LGB with three directors and a Campus Director? For the next Campus Director leave him the time to learn and involve him progressively in the decision-making process.

Lia Ojjeh et Priya Mannava : « President of the LGB Student Council. We were encouraged by the students, who are an important part of the community, to come to this assembly. We have one question: We are busy talking about whose future? Students form the greater part of the community. Those who are responsible for the decisions must do their best because our future is in their hands. We thank you for maintaining the standard of our diplomas which must be recognised. The students are confused by the articles in the press. There is not enough communication with students, which is disturbing. The behaviour of certain members of the community makes us think that that they cannot solve the problems of the school if they cannot solve the problems between themselves.»

Sandra Hails «I am a parent. Should we fire those members of the personnel who are militant; but most of them are militant .. Should we therefore fire the Board and the DG? They are not perfect, but nor are we, no-one is .. We should preserve what we have and set ourselves the task of finding efficient solutions. »

Deborah Guebert : « I am the parent of a child at La Chât. We would like to have clear procedures from the Board and the DG with regard to a long-term plan. We see heaps of subject being brought up which are important subjects resulting from a lot of work. »

Karen Diack : « I am the parent of a child at LGB. Is there no performance system? I think that is surprising. We would all benefit from a transparent system ... »

Dr Donald Billingsley : « There is an evaluation process for the staff. This can be carried out on an annual basis. The staff (including administrative staff and the management) is systematically evaluated. »

Karen Diack : « Will you publish the results?»

Donald Billingsley : « Of course. »

Jean-Pierre Gardiol : «I am Genevois, my wife is English. I chose the International School for its respect of different cultures and of the local education system.

What have we experienced since the arrival of Mr. Billingsley? Expenses have rocketed. The administrative personnel and management have been moved away to Grand-Saconnex. Attacks on human dignity. This is harassment on the part of the Board and Mr. Billingsley. The file of M. Roux has been handled in an unworthy manner form the beginning. We have attempted dialogue and wish to find solutions, But we have been confronted with incompetence in the management of this crisis. Why should we be astonished then if some people see no other way out than to speak to the press? Following the forgery in Mr. Roux's file the executive committee did nothing for more than three weeks. Threats from parents have made you react. You only act out of fear of legal action and not out of a sense of morality. Donald Billingsley, Angela Horton, John Boggs, you have killed the spirit of the school. You have forgotten that we are in Geneva, an international city of which every Genevois is proud. You are no longer worthy of our school. Will you resign and allow us to elect other representatives ? »

Thierry Halff : « Alumnus, parent of a child at LGB. I would like to speak to the teachers to thank them for the work done with the children. It is not a question of a choice between parents and teachers. We must respect the foundations of our charter. As a parent I am pragmatic and want my children to go to school. We cannot live without teachers or without a Board but we can live without this Board. To the Board I say, to be in disagreement does not mean to be disagreeable. There is emotion but there is nothing personal. However, I have one criticism: we have a Board which is hard and arrogant. I wish to say specially to Mr., Pierleone I do not like your arrogance. I do not like the way you hit the table and threw your pen. To the Board, there are two solutions: either you succeed in the coming days in re-establishing confidence between the parents and the staff, or you must stop the war and the solution would be to go. There are elections coming up and the best way to re-establish your legitimacy would be to present yourselves to the next elections. Unfortunately there are rumours which say that certain members of the Board wish to hang on and exercise their power over the Board. Disprove these rumours, show that you are not clinging on and that you place your mandate in the hands of the community.»

M. Herbert Scheidt : « Parent of a child at La Chât. There is a lack of openness on the part of the Board. We need better communication. With regard to the French/English programmes I would like to know what measures have been taken to achieve a better integration and to apply a proper level to the French programme.»

Sabine Birt : « Parent of a child at La Chât. Those who do not support the Board and Donald Billingsley do not support the Child Protection Policy either. Donald Billingsley has devoted himself to the child protection issue and the policy is excellent. I support the Board and Donald Billingsley. We must continue to work with them for the safety of our children. »

Othman Hamayed : « I am a teacher at LGB and I have good personal relations with Donald Billingsley. On the professional level we often have differences. I have written to the Board on the subject of protection of the individual and psychological attacks. The second letter received no reply. I have been here for 28 years and recently I have had enough. If the school is changing we must be told. In September I was about to leave. This surprised my colleagues but I feel that when one no longer fits the framework one should know when to leave. The art of resigning is an essential skill in management. Lately I have seen Mme Gromadzki and have had a very good contact with her. Former Board members know that my heart is in this school. I have too much power after 28 years here. I wish to continue to work for an intercultural school which goes beyond nations. There have always been problems of integration. A Lebanese mother said to me one day «the school is brave to appoint an Arab to the francophone section ... » This evening I am sad because when the channels of communication are blocked one has to use other methods. Communication is also listening to others. People make up the institution, that is the basis of human resources. Those who make up the school are the teachers. They must be respected and given the means to enjoy job satisfaction.

I have certain faults which I admit but not as many as the Board would like to imply. We must communicate for the good of the community and out of respect.»

Melvyn Elphee : «I am a teacher at LGB secondary. I would like to point out that this evening the teachers are speaking individually and we cannot speak as individuals without taking a risk. There have been bad actions and injustice. We have to fight for what is just. We have noted the procedures of meetings which have divided us. We are responsible for the education of the students and they are criticising what is going on at the present time. A rise of 1.2% will not affect my life. There have been problems in school for the past 8 years. I think that Donald Billingsley has done the work of the Board. The work of the management is not to give orders, but to support, to co-ordinate and to give form to decisions. The teachers are now putting up a resistance. We want a management which supports our work. We want ECIS accreditation but we must have suitable conditions to achieve this. We have little ammunition and we must use it. We are asking for a tolerant, non-penalising structure. We wish to work together and to be respected for the time and energy that we put into our work. »

Dennis Mercer : « I am the parent of a student at La Chât. I think that the CDG should be more deeply involved in the decision-making process. There is a great gulf between the management on the one hand and the personnel on the other. I do not think it is a question of personalities but one of communication. Communication means more than having an attractive website. We must look at ways of improving that. »

Michael Romig : «I have been a student at La Chât for 13 years and will have my diploma in a few months.

I am shocked by certain things. You say that the students are not affected by the malaise. We have seen many changes within the school. Particularly the problem of overcrowding. In 1999 4 classes took the graduating exams instead of 3. It is possible that from now on the school has become too big to be managed as in the past. The students are affected. We should be left to work in a democratic fashion. The Board should be democratic and us too. You should concentrate more on our education. »

Simone Schmidlkofer : « I am the youngest teacher in the school and have been here for 2 years. I have fresh memories of what has happened. The young teachers are not finding the support they need. Classes are getting bigger and bigger and there is no continuous teaching development. Even if I have a lot of ideas the structure of the school hinders us from developing our enthusiasm and the power of the Campus Principal to help in this way is limited. I would like to be enthusiastic because I am a young teacher. I hope that the structure will change to allow me to act in this way. »

John Schumann : «I am a teacher a La Chât and president of the Staff Association. I am trying to explain to people that I do not know why we are in the present situation. Communication is a problem. Parents receive letters from the management but it is difficult to communicate. The boycott of ECIS is linked to the Christophe Roux affair. As soon as this is closed, the boycott will also end. A recommendation has been made which would enable us to begin to work on the accreditation.

There are also other problems such as a better representation of the teachers; there are two staff representatives on the Board. One of these took the liberty of giving his opinion to the Board during a meeting and was clearly told that he was there to observe and could not speak but merely listen ...»

John Boggs : « That is not true... »

Philip Wingate : « Yes, Mr. Chairman, I am the observer to whom Mr. Schumann refers and I confirm that that is what happened ... »

John Schumann : «...We did not refuse to go to arbitration. Management should have prepared a file and we should have discussed the matter, but we were astonished when M. Christophe Roux received his first termination letter.

This is criminal procedure.

On another level, it is abnormal that my colleagues in the different school sections should have to pay for their own photocopies when the management permits itself to stay in luxury hotels and enjoy lavish meals ...

On one occasion a former Director-General asked me how I saw his position as DG and I replied that I thought it very well paid for a teachers' assistant. We are the ones in contact with the students. This evening we see and hear their protests. The petitioners who asked for this assembly to be called have foreseen a vote and I would like Hélène to present it. »

John Boggs : « Thank you. We will now give the floor to the Director-General, Dr. Billingsley »

Donald Billingsley : «I would like to thank and congratulate all the personnel for their civic sense all through this assembly. I have one expression which comes to mind at this moment: « A quelle sauce serai-je cuit... ? » You are irritated, frustrated, you want a change. I am confused. The speakers jump from one subject to another. In the end I understand that you wish to express your desire for change.

Allow me to speak of my work. The Board thinks that the Director-General should do all he can for education. I am the teachers' assistant. And like you, I do what I can. The problem is that some of you paint me as an enemy. You say that we must install democracy, but I think this is the most democratic school that I know. The Board is elected. Which is not the case in most schools. If you are not in agreement with the DG, you make it known and there is a change ... But this is proof of the instability of the school: you have had 12 DGs in thirty years.

Perhaps I am in the wrong, but my feeling is that we are endangering an institution which is already under pressure. And I would like to conclude by reminding us that we should all concentrate on the education of the children who are committed to our care. That is the most important thing and the aim of our mission.»

John Boggs : « We have come to the end of this assembly. We have seen some bad things this evening. We have arrived at a crisis point. Should we split the school into three separate schools instead of one ? ...

I would like to thank all the speakers, parents, teachers, students and staff who have participated in this meeting.»

The Chairman brought the Extraordinary Consultative General Assembly to a close at 01h.30 on 27 February, 2002, but the consultative and unofficial vote referred to earlier in the proceedings (by Hélène Ballivet and John Schumann) nonetheless took place.

Referendum Homepage

2002-05-29 by: ecolint.alumni@florin.com

Issues Concerning theSchool Community Referendumof June, 2002

Issues Concerning the
School Community Referendum
of June, 2002