ASBA Associate

Vol.56 May 2019

3 From the Chair 18 News from the CEO
4 Attributes of a Financially Sustainable Independent School 20 Market Influences Driving Leadership in 2019
6 The Importance of Values in Culture 24 A Picture Tells a Thousand Words
11 Who is Responsible for the Mentoring Relationship? 27 How to Help Your Mentee to Thrive
12 Shire Christian - Renewed and Refreshed 30 Mumbulla’s Under-Croft Project
14 Independent School and Trends in Key Economic Parameters 34 Religious Freedom Review
16 Women in Leadership: What to Pack on Your Journey to the Top 36 Everything You Need to Know about the New

Whistleblowing Legislation

Published by the Association of School Business Administrators

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From Elizabeth Stannard was elected Chair of ASBA Limited in March 2019 and
the has been a Director since 2015. She is a former Deputy Chair of ASBA
Chair Limited and is also an Executive Committee member and immediate Past
President of the Queensland Chapter. Elizabeth is the Director of
Business and Finance at Anglican Church Grammar School in Brisbane,
Queensland, a position that she has held for the past 11 years.

T he ASBA Limited Board held their serving Director having been a member of • The ASBA Limited annual financial
first meeting of the year on Friday 22 the ASBA Limited Board since 2009 and accounts have been audited and at the
March at Melbourne Airport. This has served in a number of key positions March meeting the Board was able to resolve
meeting also took place in conjunction with including PD Chair, Deputy Chair and to approve the Annual Financial Statements
the ASBA Limited Annual General Meeting. ultimately Chair of ASBA in 2017/18. Shaun and authorise the Chair and Treasurer to sign
You would all be acutely aware of the also generously agreed to step into the them along with the Director’s Declaration
tragedy which occurred in Christchurch, Acting Deputy Chair over the last four and Audit Representation Letter.
New Zealand recently. To show respect and months, pending these elections. David • The Board received a number of
support to the victims and their families as served six years on the Board having joined nominations for ASBA Chapter Awards
well as others (including many of our NZ it in 2013. David served much of that time related to the significant contribution made
colleagues) affected by this terrible event, as Treasurer and as key member of the by the candidates, particularly focussing
the Board observed a minute of silence prior Executive team. on their initiative, leadership and support
to the commencement of the meeting. The I would like to publicly thank both of professional development activities,
Board also passed a motion of support from Shaun and David for their commitment governance or administrative activities of
ASBA Limited for all those impacted. to ASBA and the contribution they have ASBA. I am delighted to advise that six
The Board meeting and Annual General made – their experience and wisdom will be awards were approved and these will be
Meeting coincided with the implementation greatly missed. However I am sure they will presented later in the year after consultation
of a new Board structure. This will see have a continuing active involvement in their with the respective nominating Chapters.
each Chapter have one Director (previously respective Chapters. • A proposal was brought to the March
two) and we hope this will result in a At the March meeting, the Board Board meeting, to consider including
more streamlined and efficient Board. As appointed a new Executive with them an Acknowledgement of Country at the
the Board has been transitioning to this confirming my appointment as Chair, Neville beginning of each Board meeting. Thank
new structure for some time, a number Atkinson (St Paul’s College, Adelaide) as you to David Barker for bringing forward
of Directors have not been replaced on Deputy Chair and Stuart Calvert (St Mary’s this suggestion which recognises that our
retirement from the Board, so the changes College, Hobart) as Treasurer. Sonja profession plays a key role in the education
have largely been achieved through natural Matthews (Emmanuel Catholic College, of hundreds of thousands of children
processes. Perth) was appointed as the Professional across the country and it is important to
However, at the March meeting we Development Chair. Congratulations to acknowledge the indigenous people who
did say farewell to two Directors who have Neville, Stuart and Sonja and I am greatly have lived and educated their children on
made very significant contributions to our looking forward to working with them and these lands long before our schools were
Association - Shaun Sargent (The Friends the Board over the coming years. established. The Board resolved to adopt
School, Hobart) and David Barker (Barker Amongst the other matters considered the Acknowledgement to Country.
College, Sydney). Shaun was our longest
by the Board were:

I welcome communication from members so please feel free to contact me at [email protected].

au with any comments or feedback that you may have. Elizabeth Stannard | Chair


ASBA Executive ASBA Members as at May 2019

Chair | Elizabeth Stannard Association of School Business Administrators (NSW) Inc
Anglican Church Grammar School Association of School Bursars and Administrators (VIC) Inc
“Churchie”, Oaklands Parade East Brisbane QLD 4169 Association of School Business Administrators (QLD) Inc
Tel: (07) 3896 2207 Association of School Business Administrators (WA) Inc
Association of School Business Administrators (SA&NT) Inc
Deputy Chair | Neville Atkinson Association of SchoolCBouvseinr epshsoAtodgmrainpihs:trators (TAS) Inc
St Paul’s College, 792 Grand Junction Road Gilles Plains SA 5086 Association of SchoolPHBRUuOGsUHinDBeLsRYsABDAERdHImODLGinDEiSsFtTrRaHOtEoMrHsTAH(RAERCHYTAP)ROIRTnOTcWERSWCAHNODOL
Association of School Bursars and Administrators (NZ) Inc
Treasurer | Stuart Calvert
St Mary’s College, 164 Harrington Street Hobart Tas 7018 Cover photograph:
(03) 6108 2560 STUDENTS from Mumbulla School for Rudolf
Steiner Education ENJOY THEIR ‘NEW SPACE’
ASBA Chief Executive Officer and
Editor of the Associate | Philippa Thomas
Association of School Business Administrators
PO Box 4694 Toowoomba East QLD 4350
Tel: (02) 9431 8682 Email: [email protected]

MAY 2019 3

eartentotpornoevidsiezeaflietsadailnl,gansodluwteionare • PEnrovjieroctnmIneqnutiraynd Sustainability OmSaiHnCtaifnacailpitireosfetsosaiolwnalyesnevnirsounrme ewnet
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maintain a professional environment
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school community.may include an annual contribution
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becomes a seamless transition competitive return for your school. of having consistent staff that are

from the classroom environment to Investment in Your School teacher qualified or equivalent, all
having completed Working with
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Children Checks. 1300 792 668

YroeuxrpOerStHpCartinseorfsihnitperteeastmtowyilol ubresicnhcooonl,tapclet atosearlreatnugsekanodwiscaunsdsioonne. of [email protected]
If Your OSHC is of interest to your school, please let us know and one of
partneprawrtintheurws@[email protected]
r expert partnership team will be in contact to arrange a discussion.our expert partnership team will be in contact to arrange a discussion.

Technical Update

The Importance of
Values in Culture

1 What’s the Issue?

The June issue of Company Director featured an article “Should directors

brave a school board?” The issue of culture comes up once or twice.

These very same questions were the inspiration for my thesis 13 years before this
issue (http://epubs.scu.edu.au/theses/15). Although the fruit issues were different,
the root issues were the same.

This article will consider that once having established those values, what processes “Culture is a set
should you put in place and what questions should be asked, to ensure that the of shared values, or
organization is going to be run in a manner consistent with those values. assumptions.” It is
the unwritten rules
2 Why it is important
The Korn Ferry Institute issued a report “The tone from the top – taking that govern how
things actually work.

responsibility for corporate culture”. This was a series of conversations with Other definitions
include “culture as
businesses and advisors about corporate culture. the values attitudes
and norms that set
David Crawford in his conversation with the Korn Ferry Institute said: the stage for action,
belief and policy”
“I believe culture is fundamentally important to the success or lack of success
MAY 2019 5
of corporations. Unless an organisation has a set of fundamental principles by

which it operates2, then all the people in the organisation will not know how they

should behave and what is necessarily in the interest of the organisation, and the

community in which they operate.” 1

He goes on to say that culture should be part of your organisational DNA and it is
my contention that the values are the nucleotides that make up the DNA: that is the
organisational values will shape the facets of the diamond that is your culture and
helps customers set you apart from your competitors.

Values are critical:

• At the individual level, they are key aspects of who you are – you know yourself,
that if your behaviour is not consistent with your personal values, your body will
eventually pay for it 2;

• At the corporate level, values are key aspects of culture

Almost all definitions of culture include people and behaviours3. The Chairman of
ASIC has said that “Culture is a set of shared values, or assumptions.” It is the
unwritten rules that govern how things actually work4. Other definitions include
“culture as the values attitudes and norms that set the stage for action, belief and
policy”5. Values then, are the foundation of a culture as they shape attitudes and
practices 6.

What counts is the actual behaviour of people.

(Continued page 6)

1 Conversation with David Crawford in The Korn Ferry Institute, The Tone from the top –
Taking Responsibility for Corporate Culture, 2016

2 Scott, S. 2004 Fierce Conversations, Berkley Books, New York
3 CIPD A duty to care? Evidence of the importance of organisational culture to effective governance and leadership, July 2016
4 Medcraft, G “Why Culture Matters” speech to BNP Paribas Conduct Month, 24 May 2016
5 Fredrick, W.C. (1995), Values, Nature and Culture in the American Corporation
6 Medcraft, G ibid

Technical Update

The Importance
of Values in culture

(continued)

The UK’s Corporate Governance • The board needs to have evidence-based ASIC has ramped up its interest in
Code positioned the board as a central steps to evaluate, understand and measure corporate culture. In a speech on 24 May
element of establishing the culture of the the extent to which the organisational values last year, Mr Medcraft was heard to say (yes
organisation, maintaining the ethics and are being lived out by the staff. you’ve guessed it) “we are at an exciting
values against which the organisation time in history” (in keeping with government
should operate (Supporting Principle A.1)7. • Compliance and risk functions should be policy). He also noted that “good culture
In their contribution to the review by the UK resourced so that they can assess culture is critical for organisations that want to be
Financial Reporting Council, the City Values effectively. around for the long term.” ASIC believes
Forum noted that purpose (mission) (the there are seven key drivers of good culture:
why) and values equip the organisation to be Value congruence is a significant
focused and consistent 8. indicator of person-organisation fit: the 1 Tone at the top – the Board and
extent to which the employee’s values match senior management should set
The Chartered Institute of Personnel the values of the organisation’s culture10 . the values and principles of
and Development also contributed to the an organisation’s culture and
FRC. A significant recommendation was on A recent article in the Journal of ensure they are reflected in
Value alignment. Managerial Psychology (Vol 31, no 5 2016) the organisation’s strategy,
suggests that it is via effective relationships business model, risk appetite
Align core values at the very top of the with leaders that organisations can eliminate/ etc.
organisation, embed desired behaviours mitigate the negative effects of low work-
across the board and apply a values lens to value congruence. 2 Cascading values to the rest of
board decision processes. Focus on trust the organisation
as an enabler of positive and productive However, wouldn’t it be better if we
cultures 9. caught the value incongruence at the point 3 Translating the values into
of recruitment to eliminate the toxic effect on business practices
Clearly, values should inform productivity and staff morale in the rest of the
behaviours. However, values statements team? 4 Accountability that those values
only provide the espoused values, the are happening
expected behavioural norms. You can’t write a set of rules that cover
absolutely every situation that employees 5 Effective communication – an
How do we align the core values through will come across. However, if there is greater open culture where if the values
the board and the management committee value alignment, then you can be reasonably are not being adhered to, then it
to facilitate a healthy corporate culture? assured that the employee’s response to the can be reported
particular situation they are facing will be
Culture plays out in the way in which broadly consistent with the culture and the 6 Recruitment training and
employees behave and the values they policies. reward – you hire for culture
apply to the way in which they do the work and character, you can always
that they do. Do those values-in-practice Since ASIC is interested – so we probably train competence
correspond/correlate to the espoused should care about it as well.
values on your website? 7 Governance and controls

7 Financial Reporting Council, 2016, Corporate Culture and the Role of Boards – Report of Observations
8 City Values Forum, 2016 Governance Culture – Risk & Opportunity – a Guide to Board Leadership in Purpose, Values and Culture
9 CIPD A duty to care? Evidence of the importance of organisational culture to effective governance and leadership, July 2016 p35.
10 Erdogan, B, Karimer, M.L, Liden, R.C., 2004 Work Value Congruence and Intrinsic Career Success: The Compensatory Roles of Leader-member Exchange and Perceived Organisational Support,

Personnel Psychology Vol 57 pp305-332 pp. 306

6 ASBA ASSOCIATE

Good culture is good for business: It would seem that although the espoused If an organisation focuses on recruiting
values were exemplary, their values in people whose values are aligned with the
1. improves customer loyalty, brand and practice were perhaps somewhat less than organisation, then there is a reduced chance
reputation exemplary. Let’s not make the same mistake. of behaviour that is contrary to the goals of
the organisation.
2. attracting and retaining staff. Now ASIC is not trying to dictate what Internal Promotion
kind of culture a company should have, The most powerful way in which a board
Corporate integrity (reputation) requires the neither am I going to tell you what values are influences culture, other than through its
alignment of our values with our actions11. suitable for your organisation. What I am own behaviour, is through its selection and
The culture is effectively the personality of going to suggest is a framework that, once management of the chief executive.
the organisation that your customer/clients you have selected the values, you could One of the interviewees in the FRC report
and employees experience. Although the implement to ensure that those values are suggests that internal promotions are less
company is a separate legal entity to the practised throughout the organisation. risky because the individual is well known
owners and the managers, it has no soul / and would have already demonstrated
character in and of itself – the espoused Recruitment adherence to the organisation’s values.
values mean nothing, without people to
put them into practice. It is the people who The right skills get you to the table, but Performance
govern the organisation and manage it and the right fit gets you into the organisations14. a) Planning for Performance
work there who give life to those espoused To what extent do you utilise your values in
values – well at least that’s what it would be At all levels of the organisation, the best strategic planning:
like at Utopia Ltd, or Utopia Aged Care, or person for the job has a combination of • are they a primary filter – if a proposed
Utopia Christian College. capability and skill, along with personality strategy conflicts with a value, does that
and fit. mean you no longer consider that strategy
3 What can we do about it? (or amend it so it does align with the value).
Clearly articulated values can be used in The Chairman of the UK Financial Reporting
At the launch of the inaugural both staff and board recruitment: to assess Council suggests that strategy should reflect
Governance Institute Ethics Index, the ASIC for work-value congruence between personal the values and culture of the company and
Chairman said that it is a matter for the board values and organisational values. should not be developed in isolation15.
and the CEO to ensure there is a values-led
culture that can be implemented by frontline This of course means any applicant to the (Continued page 8)
staff. He said in an earlier speech, that “it is role must address how they would live out
not enough to talk the talk. You’ve got to walk those values.
the walk too.”12
Some schools have a cultural custodian
It is important to take the values statement on the interview panel whose express brief
off the wall. In the book, The Corporate is to ask the probing questions to assess
Culture Handbook13, the author analyses the cultural fit.
espoused values of Enron, Arthur Andersen
and few others and the reasons for their
demise.

11 Scott, S. 2004 Fierce Conversations, Berkley Books, New York
12 Medcraft, G Why culture matters Speech given on 24 May 2016 to BNP Paribas Conduct Month , Sydney
13 O’Donovan, G, 2006 The Corporate Culture Handbook, The Liffey Press, Dublin
14 Conversation with Vivek Bhatia in The Korn Ferry Institute report “The tone from the top, taking responsibility for corporate culture”
15 Bischoff, W., 2016 Corporate Culture and the role of Boards, Financial Reporting Council UK p.3

MAY 2019 7

Technical Update

The Importance
of Values in culture

(continued)

How do you ensure that values are b) How you are performing - responsibility c) Reporting on Performance
explicitly considered at the Board level? to ensure ethical behaviour
The periodic reports from the CEO should
Cabinet submissions had to include an The right behaviour by the organisation include Cultural Health Indicators – this is the
Environmental Impact Statement and a encourages society to extend its licence to tricky bit – what KPIs should you put in place
Regulatory Impact Statement. Why not have operate. to evaluate the values in practice.
a Values Impact Statement in your Board
papers, including the policy framework? The corporate governance framework The Board is entitled to receive information it
affects the values of the organisation17. There considers it needs to effectively govern the
The City Values Forum suggest that the is a direct correlation between the corporate organisation. One mechanism to mitigate
boards should assess how effective is the governance framework and the values of the the CEO filter is to have other members of
fit between purpose, values, culture and organisation18 . If your corporate governance the senior leadership team attend board
strategic goals. What are the barriers, procedures are effective, then the values that meetings from time to time.
enablers, risks and opportunities? drive corporate governance will also drive
the policies and procedures by which the The board’s responsibility is to spend
Closer to home, in their book Driven by organisation operates. quality time with the leadership team – not
purpose, Stephen Judd, Anne Robinson and just reviewing and watching slideshows but
Felicity Errington asserted that the Board is A few questions for you: actually sitting down and getting to know
responsible for the who and the why of the them.
organisation16. They are also responsible for Can board and leadership team members
the how. raise constructive challenge about Talk about your values in your annual report.
behaviours that are inconsistent with the If they are important to you, brag about them.
The purpose is one thing, how we achieve organisation’s values? In this way, you demonstrate to society that
that purpose, the boundaries that we will they are right to provide you with a licence to
not cross, are also of significance. Indeed, Can the CEO’s direct reports raise an issue operate. Of course, you may not want to be
they are of value to the employees. They are with the board where they have a contrary quite so forthcoming if your actual behaviour
watching the board and the senior executive. view? does not align with your espoused values.
It is the behaviour of the board and the
senior executive that gives life, or suffocates Are the reward hurdles for bonuses
the espoused values on the wall and on the consistent with organisational values?
website.
One of my case study schools provided
regular non-contact time for academic staff
to discuss the implementation of values
in the school – effectively a self-assessed
cultural audit.

16 Judd, S. Robinson, A. Errington, F 2012, Driven by Purpose, Hammond Press, Sydney8 City Values Forum, 2016 Governance Culture – Risk & Opportunity – a Guide to Board Leadership in Purpose,
Values and Culture

17 Fishel, D 2014 The Book of the Board (3rd edn) The Federation Press, Armidale
18 Thomesen, S 2004“Corporate values and Corporate Governance” Corporate Governance: International Journal of Business in Society Vol4 No4 29-46

8 ASBA ASSOCIATE

Board Evaluation
David Crawford, in his conversation with the Korn Ferry Institute:
When you appoint board members, you look for people who have similar values and similar
view about those fundamental things.
Values can be used to provide a structure for the Board evaluation process.

Key strategies
from the FRC

1 Demonstrate Leadership Key
recommendations
Accountability from CIPD

2 Embed and integrate the values so 1 Value alignment

that everybody is clear about the
expected behaviours: employees,
contractors, clients

2 Board champion

3 Don’t let your performance 3 Develop Leadership and people

management and reward system capacity – embed values
skewer your values

4 Assess, measure and engage – values 4 Make it safe to speak up – board
ought to be important, so brag about
committees and employees to be
them. Demonstrate that society is able to challenge behaviour that is not
consistent.
right to give you a licence to operate.

Dr Steven Austen |
Director Cooloola Christian College

MAY 2019 9

10 ASBA ASSOCIATE

In the first Article of our ASBA Mentoring SERIES 1
Mentoring Series for 2019,
Melissa Richardson, Who is Responsible for the Success of a
of Art of Mentoring, Mentoring Relationship?
program managers of
ASBA’s 2019 Mentoring “ U ltimately the success or failure • Clarifying what they hope to gain
Program, asks: of any mentoring relationship from the relationship;
comes down to just one person,
“ The and it may not be the person you are • Making sure meetings happen;
“success” of expecting. • Arriving at meetings with an agenda,
the mentoring or at very least a clear idea of what
relationship, It is easy to argue that with a mentoring they want to discuss;
for both the relationship, like any other relationship, “it • Following up after meetings to
individuals takes two to tango”. The success of the
and the relationship is reliant on the contribution of summarise any actions agreed.
organisation, both the mentor and mentee.
is reliant on the Mentors, who are usually volunteering
mentee moving One could also posit that since the their time and expertise, are a resource
forward in mentor is usually the person with greater the mentee has been privileged to access.
some way. experience and maturity, he or she must They should not have to chase or corral
take responsibility for establishing fertile their mentee to “force” them into gaining
ground for a relationship. value from the relationship.

One could even argue that in a Mentors and program managers
structured mentoring program the should be on the lookout for the danger
program manager has a part to play in the signs that a mentee is failing to take
success of the mentoring relationships. responsibility for their own success.
The training and structure provided by the These signs include:
program manager is necessary to kick
start a successful relationship. • The mentee “disappears” for
lengthy periods of time, failing
All of these arguments have elements to organise meetings or follow up on
of truth. There is no doubt that mentees, promised actions;
mentors and program managers all have a
role to play in creating a strong mentoring • The mentee sits and waits for
relationship. pearls of wisdom, rather than

However, the one person responsible arriving with a clear agenda;
for ensuring the “success” of that • The mentor is diligently writing notes
relationship is the mentee. at meetings, while the mentee is not;
• The mentor is sending follow up
From the outset, mentoring and confirmation emails rather than
relationships are more one sided than the the mentee;
“two way street” of a friendship or family
relationship. Mentoring programs are Pre-screening of mentees and
invariably structured to benefit the mentee, good training should help to ensure that
whether the mentee is a junior staffer mentees are sufficiently committed and
preparing to step into a more senior role, aware of their responsibilities that these
or an executive being reverse mentored to behaviours will not arise. But if they do, it
better understand technology. would be wise to swiftly call the mentee to
account. Make them aware that not only
The “success” of the mentoring will this behaviour limit the benefit they will
relationship, for both the individuals and derive from the mentoring relationship, it is
the organisation, is reliant on the mentee also disrespectful to the mentor who has
moving forward in some way. volunteered their time to help and shirks
their responsibility to an organisation that
In the end responsibility must rest has invested in their development.
with the mentee to derive benefit from the
relationship. This responsibility includes:

© Melissa Richardson 2017

MAY 2019 11

Our Schools

Shire Christian
Renewed and Refreshed

W hile you would normally “I am thankful that the school had
expect a school to be quiet money set aside so that we could
over the Christmas holiday complete this important renovation,” said
period, this was far from the case at Shire Mr Hartley.
Christian this year. A team of builders,
carpenters, electricians and alike, with Further renovations were completed
the support of the school maintenance in the Year 5 classrooms, with new paint
team, was hard at work to complete a and carpet fitted, and two new classrooms
number of renovation projects in time for assembled on the old tennis court area
students to return in January 2019. to help relieve the space needs of the
Secondary School.
Both Secondary School art rooms
were given a complete makeover, Upon their return to school students
transforming them to fresh spaces that and teachers were elated to find air-
will be an engaging learning environment conditioning installed in all classrooms,
for many years to come. The Junior Art finished just in time for one of the hottest
Room was also renovated and relocated start to the year in a long time.
to make way for an extra Kindergarten
class in the Junior School. The Secondary Library has also
received a facelift in recent weeks, with
Renovation work has also begun a new colour scheme and better lighting
in the hall, which will substantially installed to help students focus and learn
improve lighting, ventilation, access and in a creative environment.
acoustics. As part of the project, tiered
retractable seating will be installed. Other changes to the campus over the
This substantial upgrade will benefit the break include new signage installed at the
growing sports and live production needs front of the school to help make visitors
of the school. It is expected that the feel welcome, and a large map provided to
newly renovated hall will be ready for use help navigate the site.
in early Term 2.
The school continues to work hard
School Principal, Mr Brett Hartley, to ensure that high quality facilities are
said he was thankful for the members accessible to all students so that they will
of the school community who, 40 years have every opportunity to learn and thrive.
ago, invested a great deal of thought,
time and effort into constructing the
school.

“The buildings have served us well;
however, over time it is important that we
refresh and renovate our facilities to meet
the contemporary needs of students,” he
said.

“Over the last few years when I have
taken school tours into our hall, several
people have commented positively
on it being a very large and functional
space. However, the hall did get very
hot in summer, the entrance was quite
small and the acoustics needed to be
improved.”

12 ASBA ASSOCIATE

“The buildings have served us well; however, over time it is important
that we refresh and renovate our facilities to meet the contemporary
needs of students”

BEFORE
ARTROOM 1

AFTER
ARTROOM 1

BEFORE
ARTROOM 2

AFTER
ARTROOM 2

MAY 2019 13

ISCA Update

Independent Schools

and Trends in Key Economic Parameters

ISCA recently examined the trends in some key economic parameters and school-based data to provide a
picture of the economic environment in Australia as context for schools and their communities.

Using ABS price index data, ABS Quarter 2017 to the December Quarter school rate of 2.1 per cent, a
enrolment data and ACARA data, ISCA’s 2018), which is calculated from a package secondary education rate of 3.3 per cent
guide, Trends in Key Economic Parameters, of highly variable CPI subgroups, not all of and a tertiary education rate of 2.3 per
is designed to assist Independent schools which are relevant to schools. cent.
and their Boards in their decision making
and planning processes. The Education component of CPI It is interesting to note while the All
represents only 4.3 per cent of the All groups CPI has remained relatively stable
Commentary on rising school fees often groups CPI package. Looked at on its over the last five years, the education
focuses on the difference between fee own it is far more representative of the component has nearly halved since
increases, which averaged 3.9 percent over rate of increase of costs borne by schools, 2014. ISCA research suggests fee growth
the five years 2014-2017, and the inflation and therefore a far more appropriate appears to have slowed over five years
rate which averaged 1.7 per cent over benchmark to use in comparing any rising roughly in proportion to the decrease in
the same period according to the ABS’s school costs. Education CPI, this would suggest schools
Consumer Price Index (CPI). However, are generally increasing fees in line with
comparisons of this nature reference the All The Education component of CPI in the rate of increase of their costs.
groups CPI (1.8 per cent in the December Australia for 2018 was 2.7 per cent. This is
calculated using a pre-school and primary

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The ABS Wage Price Indexes (WPI) more specialised qualifications such as IT The Producer Price Index (PPI)
shows education wages growing at a
higher rate than wages in the economy professionals and school counsellors. As is also noteworthy. The PPI for non-
overall. ACARA’s figures show some
notably strong growth in non-teaching far as enrolment growth goes, Independent residential building construction is used
staff wages. This may be a reflection
of the growth and changing nature of schools have been Australia’s fastest by the Australian Government for the
non-teaching roles, including staff with
growing school sector over the last yearly indexation of capital grants and

decade, with the latest ABS figure of a 2.2 is a key indicator of rising building and

per cent growth in enrolments being the maintenance costs which have grown at

sector’s strongest growth since 2008. an average of 2 per cent over five years.

CONSUMER PRICE INDEXES (CPI)

PUBLISHED BY THE AUSTRALIAN BUREAU OF STATISTICS 2014 2015 2016 2017 2018 Average annual

growth 2013-2018

CPI (All Groups) growth 1.7% 1.7% 1.5% 1.9% 1.8% 1.7%

CPI (Education) growth 5.2% 5.5% 3.3% 3.2% 2.7% 4.0%

CPI (Preschool & Primary Education only) growth 5.7% 6.4% 4.6% 2.6% 2.1% 4.3%

CPI (Secondary Education only) growth 6.0% 4.7% 4.6% 4.1% 3.3% 4.6%

WAGE PRICE INDEXES (WPI)

PUBLISHED BY THE AUSTRALIAN BUREAU OF STATISTICS 2014 2015 2016 2017 2018 Average annual

growth 2013-2018

WPI (All Groups, Private sector) growth 2.5% 2.0% 1.8% 1.9% 2.3% 2.1%
WPI (Education, Private sector) growth 3.3% 2.0% 2.4% 2.2% 2.9% 2.6%
WPI (Education, Public sector) growth 3.4% 2.9% 2.5% 2.6% 2.4% 2.7%

PRODUCER PRICE INDEXES (PPI)

PUBLISHED BY THE AUSTRALIAN BUREAU OF STATISTICS 2014 2015 2016 2017 2018 Average annual

growth 2013-2018

PPI (Non-residential building construction) growth 2.3% 1.8% 1.9% 1.6% 2.4% 2.0%

FIGURES FROM ACARA

NATIONAL REPORT ON SCHOOLING 2013 2014 2015 2016 2017 Average annual

growth 2012-2017

Teaching staff salaries per FTE teaching staff
(Non-Government schools) 3.2% 3.7% 2.6% 2.0% 3.0% 2.9%
Non-teaching staff salaries per FTE non-teaching staff
(Non-Government schools) 2.5% 1.7% 3.0% 4.6% 2.4% 2.8%
Fees and charges per student
(Independent schools) 3.9% 4.5% 4.2% 3.9% 2.9% 3.9%

FIGURES FROM

FIGURES ABS SCHOOLS AUSTRALIA 2014 2015 2016 2017 2018 Average annual

growth 2013-2018

FTE Student growth

(Independent sector) 1.6% 2.0% 1.3% 1.9% 2.2% 1.8%

FTE Student growth

(Independent sector, Pre-YEAR 1 to YEAR 6) 3.0% 2.0% 1.4% 1.8% 2.7% 2.2%

FTE Student growth

(Independent sector, Year 7 to Year 12) 0.5% 1.9% 1.3% 1.9% 1.9% 1.5%

FTE Staff growth

(Independent sector) 2.8% 3.7% 3.0% 2.4% 3.2% 3.0%

All in all, these figures are a reflection of strong variation amongst states and capital cities. For MAY 2019 15
activity in the broader economy, and show a five year example, while the national Education CPI in 2018
trend in the type of education costs that determine fee was 2.7 per cent, it was 4 per cent in Sydney and just
increases. Given the highly diverse nature of the Australian 1.8 per cent in Perth. Expanded state and capital city
Independent school sector, these trends will have different details, plus other additional information, can be found
implications for different schools. in ISCA’s full Trends in Key Economic Parameters

Figures shown here are national, however it should document on the ISCA website (www.isca.edu.au).

be noted that in some cases there is significant

Our Members

Women in Leadership:
WInhaautgtourpaalckUoKn ySotuurdy Tour

journey to As the Business Manager of Mentone Grammar, Nicole
the top Bradshaw is a passionate advocate for encouraging young

women to take up leadership opportunities. Nicole was
recognised as a nominee at the Kingston Woman of the Year
Awards 2019 for her contributions to innovation, business and
the advancement of women in leadership positions. Nicole has
been instrumental in bringing women to the table on her boards,

highlighting the need for diversity.

16 ASBA ASSOCIATE

We asked Nicole about the champions and challenges she
encountered on her own personal journey in leadership
and the advice she gives her mentees about planning for
career progression.

T hroughout my experience in Pack ‘your people’
mentor programs, I am often On your journey to the top and each and every day after that, you are absolutely going
asked by young women, ‘How to need ‘your people’. Throughout my career, I encountered many incredible women and
do I know if I have what it takes to be men whose support and guidance had a profound impact on me. I also encountered a
a leader?’ This very question is what few of the very opposite; those people who made me feel like I was insignificant or not
drives me to be an active advocate enough. Building your network of support is equally important as identifying when you
for women in leadership, because need to remove someone’s power to impact you. Finding ‘your people’ will take time but
it is reminiscent of the self-doubt it is an investment worth making. Remember to be true to your own values in order to find
and uncertainty that I also felt at the like-minded people who can offer unparalleled support in difficult times – and there will be
outset of my career. When we drill a few!
into the question further, they are
really asking, ‘What is a great female Pack your flares
leader supposed to look and act Now that you have your people, don’t be afraid to shoot off a flare and signal for help.
like?’ My answer is: Take a look in the The most senior and successful leaders habitually reach out to their networks. You don’t
mirror. That might sound clichéd at need to have the answers to everything, you just need to be willing and open to find them.
first. However, it has taken me almost Asking for help shows a strength in character, not a weakness in capability. In addition to
two decades into my professional asking for help, proactively seek new knowledge. Attend courses, read widely, understand
life to really understand the practical what qualifications you need for the next step in your career and above all else, listen. I
meaning of this. take comprehensive notes from meetings and interactions that I have with people from all
walks of life; everyone has something valuable to offer and learn from.
Mentoring programs are designed
to address the age-old adage - You Pack a map
can’t be what you can’t see. I started One of my most inspiring mentors, Jane Hill, once said to me, ‘Nicole, you can
my career in a male-dominated be anything you want to be as long as you make a plan and work hard to deliver it.’
industry, and I must admit that I Leadership opportunities don’t fall into your lap. You have to be very deliberate about
made some mistakes along the planning your career trajectory and it will absolutely require hard work to stay on it. Having
way trying to fit myself into a mould a very defined plan not only empowers you to keep moving up, it equally allows you to
of what I perceived a leader to be. identify when you are in a role or culture that doesn’t fit. Be brave and set ambitious goals.
I wasn’t exposed to the diversity When it’s hard to believe in your own abilities, allow your support network to set your bar
in management which would have for you. Put yourself outside of your comfort zone and you will be greatly rewarded.
reassured me that being myself
and being authentic was my most Pack a scented candle
powerful asset. Ok, scented candles might not be your thing, but my point is – be kind to yourself. We
are our own harshest critic and that can be very debilitating if you can’t silence that voice
Now, I hope to be able to support when it’s not being constructive. This was one of my most difficult lessons throughout
the next generation of aspiring leaders my career as I was in the habit of deflecting compliments and downplaying recognition.
to have the confidence to ‘back Swallow that urge and graciously accept commendation so that you can be your own
themselves’. Here are some tips advocate.
on what to pack for the leadership Being critical of yourself can be a good thing for self-development but be mindful
journey. that you are not an impartial judge. Test your theories on your support network before
you go trying to change your actions or behaviours. Early in my leadership journey, I was
comparing myself to other leaders and being critical that I didn’t use the language they
used or share their disposition. I was self-conscious that my natural inclination towards
a sense of humour as a means to connect, meant that I wouldn’t be taken seriously.
Working through this with my support network allowed me to identify that it was actually
a strength rather than a downfall. It provided a window for people to see who I was as a
person – positive and approachable. So, don’t sweat the small stuff, keep your eyes on
your main goals and use little setbacks as learning opportunities to build resilience!

MAY 2019 17

ASBA Matters

News from the CEO



ASBA 2019 Mentoring Program Reminder – Governance Institute of Australia Courses – 65% Rebate
for Members
Well, we have a record number of pairs
for our new professionally-hosted program Many of you have undertaken the excellent courses in governance provided by
run on an online platform provided by ASBA alliance partner Governance Institute of Australia for which you can claim a huge
Art of Mentoring. The program is off to 65% back from ASBA Limited. The relevant courses are:
a flying start with 16 enthusiastic pairs
from all over Australia and the feedback CERTIFICATE IN GOVERNANCE PRACTICE
so far has been overwhelmingly positive. CERTIFICATE IN GOVERNANCE AND RISK MANAGEMENT
Participants are enjoying the online CERTIFICATE IN GOVERNANCE FOR NON-PROFITS.
platform, webinars and the resources
provided. They are enjoying their matches All you need to do, is pay for and undertake the course and then
and the majority are in regular contact with claim 65% of the cost back from ASBA Limited. See page 2 of this
some having met face-to-face. magazine for further details.

I look forward to publishing interesting
articles from Mentors and Mentees in our
November edition with a summary of their
thoughts on their 2019 experience. At this
stage, I already have interest for a 2020
program, so this is really promising!

ASBA ISBA UK Study Tour 2020

Once again, an intrepid group of 25
ASBA members will travel to the UK in
2020 to attend the ISBA UK Conference,
this time in Birmingham. I will attend as
tour guide this time, having missed out
last time due to family issues. We will
visit up to five schools in London and
in Birmingham and attend the two-day
conference with our fellow UK members.
The tour is open for registration and
is already nearly full, so I imagine
another similar trip will follow in 2022! A
story detailing our trip will follow in the
November 2019 edition of Associate.

18 ASBA ASSOCIATE
18 ASBA ASSOCIATE

It Starts With Us

ASBA2019 – Hobart 1~4 October 2019
Registrations for the ASBA National Conference in Hobart from 1-4 October 2019 are going really well with just under 500
delegates already registered by mid April! This is an amazing number and bodes well for another exciting conference! Keep in
mind that this is a very busy week in Hobart, so the sooner you are booked in the better, as accommodation is filling fast!
All our speakers are now locked in and our social program is all organised with great food and fun entertainment. Make sure
you bring your better half, as there is plenty to do in beautiful Hobart, and the social program will be fabulous. One of the highlights
for me will be the Welcome Reception at Mona (Museum of New and Old Art) which I have been lucky enough to have been to
before, and is interesting, if slightly weird and world renown for its amazing private art collection. It will be a wonderful night and we
have booked out the entire place!
We are about to send out the emails showing you how to use our updated and really user-friendly new Conference App.
There will be a Leader-board and prizes to be won, as we know you love a good competition. So, log in as soon as you get your
instructions and start familiarising yourself with who is going, what is on, who the sponsors are and what you will be doing socially.

If you have any questions, concerns or queries about anything ASBA,
please don’t hesitate to contact me at [email protected].

Pip Thomas | CEO

MAY 2019 19

Technical Update Market Influences

driving the importance
of emotionally intelligent
leadership in 2019

Managers who want to stay relevant in their jobs and employable in
the future need to enhance their soft skills. Research shows that
soft skills are underpinned by emotional intelligence and include
things like motivating and engaging team members, facilitating and
maintaining a mentally healthy workplace culture, and adapting
behaviour to best suit the situation and people involved.

In this article, I will: enterprise-wide changes in the past three

• Discuss three different market years, and that 50% of them are rated as

influences driving the need for these complete failures.

soft skill leadership capabilities The CBE report highlighted poor

• Outline the current state of these leadership soft skills as the principle

skills in managers informed by cause of change project failure. Change,

over 6000 360° assessments by its very nature, causes stress and

conducted throughout 2018, and anxiety both for leaders and their

• Conclude by offering three daily teams. This means that having leaders

habits that managers can engage with good soft skills underpinned by

in to help them demonstrate emotional intelligence helps to ensure

(and be) the emotionally intelligent the success of change projects. Insights

l eader of today and the future. Genos have gleaned, by examining the

impact improving leaders’ EI can have on

The market influences driving the change projects, that leaders with high

need for leaders with good soft skills levels of emotional intelligence are better

are seeing organisations double their able to manage the stress and anxiety of

efforts with emotional intelligence. More change and motivate team members to

emotional intelligence assessments deliver project outcomes.

are being used in recruitment than ever The second market influence

before, and in 2018, Genos International increasing the need for more leaders

witnessed a large increase in the number with high levels of soft skills is the rise of

of organisations utilising emotional mental health injuries in the workplace.

intelligence development programs. Mental health injuries now occur more

If you haven’t already, you will most frequently in the workplace than physical

likely undergo an emotional intelligence injuries. One of the main causal factors

assessment as part of the next leadership of these injuries is low levels of emotional

role you go for, and be asked to intelligence in leadership, leading to

undergo an emotional intelligence 360° poor workplace relationships, ineffective

assessment if your being considered for change management and work-related

your organisation’s talent pipeline. stress. Emotionally intelligent leaders

The first market influence driving the are better at identifying stress, improving

need for leaders with finely tuned soft workplace relationships and driving

skills is the rate of change organisations change. Worksafe Australia recommends

are experiencing. emotional intelligence development for all

CBE recently reported that the leaders of people as part of a strategy to

average organisation has experienced five create a mentally healthy workplace.

20 ASBA ASSOCIATE

“Australian leaders tend to perform better at behaviours associated with
themselves such as self-awareness and self-management, and poorer at behaviours
associated with understanding and influencing others.

The third market influence going to become the leadership team What we have found in the data is that
increasing the need for leaders with differentiators as artificial intelligence and Australian leaders tend to perform
high levels of soft skills underpinned machine learning take over other tasks better at behaviours associated with
by emotional intelligence is the rise that were previously done by leaders. themselves such as self-awareness
of artificial intelligence and machine- and self-management, and poorer at
lead learning. Machines now and in Despite these market influences, the behaviours associated with understanding
the future will be better than leaders current state of emotionally intelligent and influencing others. Australian leaders
at many of the IQ-related tasks of leadership is at a mediocre level. In must improve their understanding of how
leadership such as diagnosing and 2018, Genos International, together with others feel and behave in the workplace,
solving business problems, interpreting its partners, have put over six thousand and develop their behavioural agility,
financial information, identifying process leaders through a 360° assessment. This that is, their ability to adjust their style or
improvement opportunities and so assessment measures how well leaders approach to better connect with others.
on. The remaining capabilities that demonstrate emotionally intelligent Our 360° feedback data also suggests
artificial intelligence will have trouble leadership behaviour as rated by one of that Australian leaders need to be better at
replicating include key soft skills such the most reliable sources – the people acknowledging the views and opinions of
as understanding, motivating, and the leader works with every day. The others and anticipating others’ responses
interacting with other people. Emotional feedback data builds a solid picture to events in the workplace.
intelligence dependant skills like social of the leadership soft skill strengths
persuasion, resilience and empathy are and development opportunities facing
Australian leaders today.

The following are three simple, yet highly effective daily habits that leaders can adopt to improve in these areas.

1 Mindfulness and meditation
Mindfulness meditation has a lot of benefits, including the ability to be more present and connected with others in

conversation. It helps us still our own thoughts and opinions and focus more on what is being said and felt by others.

There are wonderful smart phone apps that can assist in the development of mindfulness and experts agree that just five

minutes a day can lead to demonstrable improvements.

2 The use of “I feel” statements
“I feel” statements help leaders position their view as that – their view – rather than an all defining moment of truth. They
help a leader express themselves with vulnerability and allow others to more readily either agree or express their own
counter view. It leads to not only better interactions and relationships but also to better more diverse thinking and ideas.

3 The use of a visual reminder to “ask and acknowledge”
Finally, a great habit to adopt is writing “ASK AND ACKNOWLEDGE” at the top of a page along with the date, time and

who’s present in meetings. Having a visual reminder to ask and acknowledge helps leaders to

remember to make others feel heard, valued and included. In my own notebook that I take to meetings I always

write “ASK AND ACKNOWLEDGE” in capitals at the top of a page as the first thing I do whenever I meet with an individual

or group. It works as a great reminder to call out people and ask for their views.

Making these three simple techniques habitual will help drive better decisions, behaviour and
performance for yourself and those you lead.

Dr Ben Palmer | CEO Genos International

NOVEMBEMRAY20210519 2211

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The changing view of risk to schools over the years is a strong indicator of how many
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To download your copy of the latest Aon Find us at this year’s ASBA Conference
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aon.com.au/independentschools

© 2019 Aon Risk Services Australia Limited ABN 17 000 434 720 | AFSL No. 241141
The information contained in this flyer is general in nature and should not be relied on as advice (personal or otherwise) because
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22 ASBA ASSOCIATE

Technical Update

A Picture
Tells a thousand words

My recent Masters research on the attributes of a financially sustainable

A PICTURE TELLS A THOUianSnddAepbNeeDnndcWhenmOtasRrckhDsoiSnolsidcheonotifliemdaanacgruecmiaelnstu. ccess factor as the use of ratios
My recent Masters resAeloanrcghituodninatlhsetuadtytroibf fuiftteeesnosfchaofoinlsaonvceiraslleyvesnuysetaarins ainbdliecaitneddeapneanvdeerangtes1c/h3rodol
identified a crucial sinuccrecaessesinfathcetoNreatsOtpheerautinsge Mofarrgaitnio(as manedasbuerenocfhrmelaatrivkesoinpesracthinogosl umrpalunsa)gwehmereent.

schools were using ratios and benchmarks in the management of their operations.

A longitudinal studyThoefrefiaftreeemnasncyhfaocotolsrsoavfefercstinegveanscyheoaorls’s ifnindainccaiatel dpearfnormavaenrcaeg, ebu1t /b3ernd cinhmcraerakisneg in
the Net Operating cMaanrbgeinof(akemy aesassisutraencoef. relative operating surplus) where schools were using
ratios and benchmarksFiignutrhee1 mis aannaingteermesetinntgoefxtahmepirleoopfetrhaeticohnasn.gTehinepreeraforremmanacney, cfoarcretosrpsonadffiengcting
a school’s financialwpitehrcfohramngaenscien,mbauntabgeenmcehnmt, warhkeinngthecasnchboeolowfaksenyotausssiinsgtarantcioes. and benchmarks
Figure 1 is an inter(e2s0t0in5gtoe2x0a0m8),psletarotef dthuesincghathnegme(i2n00p9e),rfcoeramseadncaect,ivceoursrees(p20o1n5d)ianngdwthitehn cshtaartnegdes
in management, whaectnivethuesescahgoaionl (w20a1s8)n.ot using ratios and benchmarks (2005 to 2008), started
using them (2009), ceased active use (2015) and then started active use again (2018).

Figure 1: Relative operating surplus (Net Operating Margin) and debt servicing (Interest Cover) in a case study school

Figure 1: Relative operating surplus (Net Operating Margin) and debt servicing

(Interest Cover) in a case study school

The ASBA/Somerset Non-Government Schools’ Financial Performance Survey (FPS) is a

simple, efficient and effective tool for implementing ratio and benchmarking analysis in your

school. The ASBA/Somerset Non-Government Schools’ Financial Performance Survey

(FPS) is a simple, efficient and effective tool for implementing ratio and

What is the (FPSbe)?nchmarking analysis in your school.

The FPS is a trusted survey of non-government schools’ financial performance that has been

operating for more than 25 years and is used by almost 700 schools across AaMnAuYds2tcr0a1o9lmia2p.3aTrhees
survey will do a lot of the hard work for you. The Comparative Report calculates

60 ratios for your school to averages calculated from a sample of similar schools including

quantifying, graphing and commenting on differences using inbuilt algorithms.

Technical Update

A Picture tells a thousand words

(Continued)

What is the (FPS)? How do I enter/upload data? Can I change data once
The FPS is a trusted survey of Most of the data comes direct from your submitted?
non-government schools’ financial Department of Education and Training
performance that has been operating (DET) 2018 Financial Questionnaire (FQ) Yes, at any time until 31 March next
for more than 25 years and is used by and the August 2018 Student and Staff year you can enter and/or change 2018
almost 700 schools across Australia. The Census. If you have the FQ data in the data and it will be instantly reflected in
survey will do a lot of the hard work for DET excel template, please send that file your reports
you. The Comparative Report calculates to [email protected] and
and compares 60 ratios for your school we can upload the data into the survey. What are the selection
to averages calculated from a sample Only a small number of adjustments are criteria?
of similar schools including quantifying, then required by you before checking that
graphing and commenting on differences the survey reconciles with the audited You can choose a sample from a
using inbuilt algorithms. accounts and submitting. It generally combination of the following criteria
There is also an optional Historical takes about an hour to complete.
Report which analyses your school’s • State
performance for a period of up to six How long is the survey • Day or Boarding
years, depending on the number of years open for? • SES range
your school has participated. • Student number range
A further optional report is the It never closes, you can participate at • School age
Somerset Key Indicator Report (SKI any time. • Affiliation (eg Lutheran,
Report) which analyses a smaller selection Christian, SDA, Islamic,
of key ratios against sample averages The survey is now able to receive data Steiner etc)
together with the trend in your school’s for the 2018 school-year. To participate, • Co-educational, All Boys,
results for the past and future period 2017 go to www.somerseteducation.net click All Girls
to 2023. We are excited to announce the on the Survey Login tab and enter your • Primary, Secondary or P-12
development of a Scenario SKI which will six digit School ID and Password. Please • Multi-campus
allow changes to key variables such as contact us at survey@somerseteducation. • International Baccalaureate
enrolments, staff numbers, income and net if you have never registered or
expenditure to model those changes and forgotten your password.
recalculate key ratios into the future. We
hope to release the scenario tool later this We urge schools to complete the
year. data entry by early July 2019 to enable
So, let the computer do what it does adequate samples to be selected for
best, analyse data, so that you can reporting purposes.
amplify your skills and do what you do
best, exercise judgement and make
informed decisions.
Our satisfaction surveys indicate that
98% of subscribers rate the survey good
to excellent and 100% would recommend
participation to others.

24 ASBA ASSOCIATE

What is a good sample? different from the sample average, or What is the participation fee?
reliance on fees is materially different or
We suggest to start with the following your position in the graph is materially From $682 including GST ($341 if
selection process at one end of the graph (upper or lower enrolments are less than 200 students)
end), then change the sample selection. for an annual subscription. This base
• SES band similar to your school, eg. Try to compare with a sample of schools subscription lasts until 31 July next
5 above and 5 below your SES with income structures that are not year and allows you to enter data,
• Curriculum offering, in the case of materially different from your school. select comparative samples, generate
a P-12 school we would select P-12 Comparative Reports, access the Vertical
schools How many comparative reports Analysis and the IT Benchmarking Report.
• Student number range, for example can I prepare?
if you have 500 enrolments this may Can I generate a National
be a range of 350 to 850 Unlimited numbers of reports can be Average report?
• State. It may be possible to include generated up until we roll the system to
NSW and Victoria in the same another year. Yes, use the Vertical Analysis to
sample, and Qld, SA, and possibly present all 60 ratios for your school
WA together if required. But it is best Schools can change data, re-select and the sample average in a table
to keep the sample to your state samples and re-generate reports at any together with graphs for each ratio. The
only if possible. For some types of time. Customised Report is not designed for
schools, for example high-fee schools large samples.
or some Affiliations, State may be less Should I participate every
important. year? What is the IT Benchmarking
Sometimes the selection criteria must Report?
be adjusted to ensure at least five schools Yes, because if you miss years there
in the sample which is the minimum will be gaps in the historical trend analysis Select samples based on Enrolments,
required to generate a report. and the reports are less useful. Curriculum, Type of IT facilities (BYO,
Once a sample is selected, generate Laptop, Other), State and SES and
the report and go to Table VI on page Research indicates that adapting compare your IT cost and staffing ratios
9 of the report to consider your Income to changing circumstances is a crucial to the sample average.
per Student compared to the sample attribute of a financially sustainable
average, your relative position in the school. If you don’t participate every year If you have any questions in relation
associated graph and the percentage of it weakens the analysis and the ability to the survey, please do not hesitate to
income received from fees and grants. If to identify changes in key ratios and to contact us at survey@somerseteducation.
your income per student is materially respond in a timely manner. net or call Lisa on 1300 781 968

Once we roll the survey to the new
year, prior year data cannot be entered.

John Somerset is a Chartered Accountant. He has extensive knowledge of
the independent school sector and is past President of Independent Schools
Queensland and a past board member of the Independent Schools Council of
Australia.

Disclaimer We publish this article only for non-government schools in Australia. All material should
be regarded as information only and individuals should rely on their own enquiries when formulating
decisions for themselves or their clients. In no way do we warrant or guarantee any changed
circumstances for a school from use or non-use of this material. As a member of the Institute of
Chartered Accountants Australia and New Zealand, the firm participates in a national liability capping
scheme. Accordingly, our liability is limited by a scheme approved under professional standards.

MAY 2019 25

Business of Schools

13 RICOH

ASBA ISBA
Inaugural UK Study Tour

(Continued)

Inspired.Learning.

Technology is the fabric that creates connected
school environments to inspire young minds

We believe in classrooms inspired by curiosity and connection, where everyone learns in their own way.
From an interactive geography lesson to a seamless back office, we’re powering the schools of the future
for students, teachers and administrators who support them. Shape your school with tech that transforms.

Talk smarter systems with Ricoh education specialists at ASBA2019.

26 ASBA ASSOCIATE ricoh.com.au

MENTORS: ASBA Mentoring SERIES 2
How to Use Positive Psychology
to Help Your Mentee to Thrive

In the second Article of our Mentoring Series for 2019, Melissa
Richardson, offers Positive Psychology to help your Mentee (or
members of your staff) to thrive:

Over the last two decades a new A s a mentor, some of the tools and ideas coming out of positive
branch of psychological study has taken psychology can help you to ensure that your mentee is not
academia, education and workplaces simply surviving in his or her job, but thriving. This has obvious
by storm. Known as “positive benefits not only for the mentee, but also for the entire organisation.
psychology” it is basically the study
of what makes life worth living. Rather In his book Flourish, Professor Martin Seligman, a leading positive
than focusing on helping the sick to “get psychology researcher, identifies five pillars of well being: positive
well”, this area of science is concerned emotion, engagement, relationships, meaning and accomplishment, now
with ensuring that life is fulfilling. referred to as PERMA.

Positive psychology should not If you feel your mentee is not flourishing, one place to start is the
be confused with positive thinking. PERMAH Workplace Survey (https://permahsurvey.com). Developed by
Unsurprisingly there is no scientific Dr. Peggy Kern, from the Centre for Positive Psychology at the University
evidence to support the idea that if you of Melbourne, this survey measures the wellbeing factors identified by
think positive thoughts, good things Seligman, and adds health to the mix. The survey results will help you
will happen to you. However, there is a and your mentee to identify what needs to be addressed to enable your
growing body of evidence that there are mentee to consistently thrive.
small, practical actions you can take to
improve your chances of flourishing. Depending on the outcomes of this survey, here are some ideas and
tools that can help you work with your mentee.

(Continued on page 29)

MAY 2019 27

A smarter approach
to school fees

At Edstart, we believe education is the world’s most powerful
investment. Our mission is to help people pay for it.
Edstart helps schools and parents better manage school fees. Schools
receive full upfront payments, while families can pay over a timeframe
of their choice, extending up to five years after their children graduate.
To learn about Edstart for your school, visit edstart.com.au/schools

1300 139 445 [email protected]

Edstart Australia Pty Ltd ABN 48 611 024 205 holds Australian credit licence

MENTORS: ASBA Mentoring SERIES 2
How to Use Positive Psychology
to Help Your Mentee to Thrive (Continued)

Positive Emotions Positive Relationships You can also help your mentee
No one can be happy all of the time, but We spend a lot of time at work, so it’s to find the meaning in her job. Ask why
if your mentee is not regularly experiencing important that we build a strong network of she does what she does, and who benefits
positive emotions at work then something good work relationships. Sometimes that from her work. Everyone has difficult or
has to change. can feel difficult in a fast-paced competitive mundane aspects to their job. But when
Explore with your mentee whether she workplace. viewed as an act of service, even the most
is actively using her strengths and talents It may seem obvious, but simple routine task can feel meaningful.
in her current role. Consider asking her acts of kindness and showing genuine
to prepare a personal SWOT analysis appreciation are very effective ways to Achievement
and then use your session together to start building relationships. Not only do In the PERMA model, achievement is
brainstorm ways that she can better employ they make people feel better about you, less about actual success and more about
her strengths in her current role or possibly they tend to also make you feel better internal recognition and appreciation of
explore a new career trajectory. about yourself. If your mentee is feeling success. There are a number of ways
It’s not always necessary to think in isolated at work, explore the small steps he that you may be able to help your mentee
terms of major career decisions. Focus on can take to start establishing rapport with improve his sense of achievement.
the small stuff as well. Take time to identify others in the workplace. Help him to celebrate his successes,
what brings joy to your mentee and explore however small. Perhaps insist that he email
ways that she can tap into that in the Meaning you a list of 3 wins each week, and then
workplace. For example if she loves being You don’t have to be curing cancer or drink a toast to the biggest wins at each
surrounded by nature, consider bringing stopping global warming to find purpose meeting.
plants into the workspace. in your work. Almost any job can be Explore whether your mentee makes a
If your mentee is a glass half empty sort meaningful. habit of comparing himself to others. It’s
of person, help her to find ways to shift her Your mentee may feel unclear about easy for one’s own accomplishments to
perspective. For example, get her to make what gives him meaning. A great question feel diminished in the shadow of grander
a habit of finishing each day by noting to ask in this case is, “what would you do if successes. Help your mentee to recognise
down a few things she has done well. you weren’t afraid.” The answer will often the significance of his own achievements
Regularly practicing this sort of thinking provide strong indicators of what your by exploring the fears he may have to
will counteract her natural bias to ruminate mentee really wants to do and help you to overcome or the new lessons he has had
about what went wrong. provide guidance. to learn.

Engagement
In order to truly thrive, it’s important that
your mentee feels engaged in his career.
Quite often disengagement is less
about big picture career goals and more
about an inability to focus. So if your
mentee is struggling to engage you
might start by helping him to minimise
distractions. In today’s world this usually
involves setting guidelines around
personal technology. This short video
(https://www.youtube.com/watch?
v=FI-oPZnPRqI) offers some simple, but
effective ideas on improving concentration.

MAY 2019 29

Our Schools

Mumbulla’s Under-Croft Project

Mumbulla School for Rudolf Steiner Education is a small rural school in the lower socio-economic area of Bega
NSW. The school opened 30 years ago lead by a group of parents who converted an old commercial laundry
into 2 classrooms. Since that time, collaboration between teachers and the parent community has been ever
important in Vision days and in the contract planning of the Master Plan.

In 2010, Mumbulla School was a recipient of a
BER grant in excess of two million dollars. We
had recently been lucky to expand our land
ownership, purchasing land adjacent to the school
from a recently established eco-neighbourhood (BEND)
of approximately 1.4 hectares. The block was directly
below our Playground space on a slope large enough
to encompass a building complex and a medium-sized
oval.

We engaged Clarke Keller Architects to design a
building that fit within the guidelines of the BER. The
plans allowed us to have both a large hall with music
instruction rooms, a commercial-grade kitchen, a library
with an IT classroom adjoining, and an office. This
design provided us with many new facilities and learning
spaces for our current needs as well as potential for
the future. The design was in line with the Steiner
philosophy, with pleasing aesthetics and attention to
materials – wood, curves, natural lighting as well as
modern energy efficiency.

30 ASBA ASSOCIATE

However, a Hall and Library complex is View of the under-croft space under Knowing that the school may expand to
now old news for so many schools. Many of the Hall-Library Complex Years 7 & 8 in the future, the Multi-Purpose
you will question why I am writing about this room was designed to have underfloor
in Associate, nine years later. The original Under-croft space cabling for water which could be easily
used as a play area converted into a science lab in future. The 4
As I mentioned, the complex was built classrooms were ready for the start of school
on a steep slope with a floating concrete The newly completed Under-croft 2017.
slab making an under-croft space for future area containing 4 new classrooms
infill. That space, used in the interim as an The costs for construction were less than
undercover play area, was written into our A full set of amenities were also for a free-standing building as the space was
Master Plan to develop into 4 additional constructed in the centre area. only filled in and fitted out. The total cost was
classrooms. In 2010, the school enrolment approximately $1.3million.
was 157, where in 2015 we already had 175 One of the new classrooms
students enrolled with increasing waiting Mumbulla School is expanding once
lists. again with two new classrooms being built
to replace our current Kindergarten which
The school’s College of Teachers occupied the school’s original classrooms
considered many options including using that had been converted from an old
only half the under- croft space and making commercial laundry. Cost estimates for the
2 classrooms. We engaged the same next 2 classrooms show this building will
architect, David Clarke, to draw up plans for be more than the under-croft project of four
the infill of the entire under-croft area. classrooms with amenities.

With a successful Commonwealth A good Master Plan is the foundation.
BGA grant application in 2015, the building Dream, consult with the educational staff,
process for the whole space with 4 look at all potential spaces, do the planning
classrooms was set to go ahead. The AIS
NSW seminar for Building Future Learning <and then of course, the job of the Business
Spaces was very helpful. I attended along
with two Board members who sit are in our Manager comes in – make it possible
Master Planning Group. We determined financially. The school’s Master Planning
we could prepare a Master Plan ourselves Group includes teachers, parents, and
with no need to spend money or time on both the Education Manager and Business
an outside consultant. I believe an unclear Manager. From architectural design decisions
Master Plan is a stumbling block for many to construction input and updates, the Group
schools in obtaining a BGA grant. stays involved and reports to the Board
and the College of Teachers. It is important
We needed new classrooms for Classes to have the involvement of the Business
5 & 6, a Craft room and a Multi-purpose Manager at every step as she/he will be
room (to be used for Visual Arts and/or able to guide the project from a financial
French). As required, a full tender process perspective and budget accordingly. The
took place, and ultimately the builder that operating surpluses can then be directed to
constructed the Hall-Library complex, capital projects and improvements.
successfully quoted for the classroom
project. As he knew the building, he was Our design of the entire complex at both
able to provide not only cost savings stages included a very good use of space
but insight into the structure that proved and forward thinking by our architects, builder
invaluable during this next phase. A full set and the school’s Master Planning Group.
of amenities were also constructed in the
centre area. Hallie Fernandez, Business Manager|
Mumbulla School for Rudolf Steiner
Education

MAY 2019 31

Advertorial

Q&A With Ben Moody
Director of Performing Arts
St Michael’s Grammar School






Q What is your role at St Michaels? Q What is the reaction from staff, Q What was your first impression once
A I am the Director of Performing Arts at St students and parents? you saw it installed compared to your
expectation of what it would be like?
Michael’s and oversee all of our curricular A The reaction from all users and
and co-curricular learning programs members of the school community has A I think our high expectations were
across Music, Dance and Drama. been universally favourable. comfortably confirmed.

Q What was your reaction to learning that Q How often do the Harwyns get used? Q Do the Harwyns look inviting from
you would be getting a Harwyn pod A Each pod is used all day, five days per the outside?
for your music program?
week. A Yes. There’s no doubt that the two
A Having visited Harwyn pods at other pods have integrated into the existing
schools, I was very optimistic about the Q Now that you have them, could you landscape very effectively.
pod’s capacity to solve some major imagine not having them at your
issues that we were experiencing with disposal? Q What instruments are taught in
acoustic separation of percussion and the Harwyns?
brass lessons. A There’s no doubt that they have
improved the quality of our teaching A We use the pods for brass and
Q When the first Harwyn arrived, provision in brass and percussion percussion teaching.
were your expectations met? and, as such, life without them is now
inconceivable! Q Please add any other information
A We had been well briefed and prepared A you feel relevant.
as to what to expect and I was Q Would you describe the Harwyns as a
pleased that the delivery matched our band-aid solution? Why? The pods have provided a flexible
expectations. solution to a significant challenge.
A They’re definitely a flexible solution, Not only do the brass and percussion
Q What are some of the highlight features but certainly not a band-aid one. students now have a dedicated space
of your Harwyns? Whilst we continue to hope for a that is fit for purpose, they can blast
more permanent, large-scale building away without fear of interrupting
A Aside from the pod’s very pleasing development in this area of the classes, including VCE classes, in
aesthetics, the acoustic treatment makes school, we’d be more than happy for adjacent rooms.
them fit for purpose in a way that our these pods to house our brass and
previous spaces were not. Externally, percussion teaching on an ongoing
the spill from the room is significantly basis. In fact, we could probably do
reduced, such that there is no impact on with a third one…
any other learning spaces in the vicinity.
Internally, the absorption of sound into Q How do the students feel about
the wall panelling has created both clarity learning in Harwyns?
and enhanced acoustic safety for both
teacher and student. A They love learning in a fresh, new, well
lit, climate controlled space.

32 ASBA ASSOCIATE

Technical Update

Religious Freedom Review

The Australian Government finally released the Report of the Expert Panel on
Religious Freedom along with its Response in mid-December 2018.

T he Panel recognised that faith- not lose their charitable status because taught”.Not surprisingly, the Panel listened
based organisations have played,
and continue to play, a vital role of their religious beliefs. The Panel did to opposing views about the employment
in civic life in Australia by, amongst other not consider that charities (including of staff who adhered to and modelled
things, running schools and institutions schools) which were established for the stated beliefs of the school. Some
for higher learning.
religious purposes and which continued stressed the importance of all teachers
The Panel could see no reason to
preclude faith-based organisations from to advocate their religious views, including being able to do this while others argued
continuing to be entitled to apply for
public funding for their activities on the a “traditional” view of marriage, were at that a school should only be able to
same terms as they have had to date.
The Panel did not agree that public risk of losing their charitable status under require this of those who taught religious
funding should be tied to religious bodies
“waiving” or renouncing exceptions from Australian law. education. In other words, the Panel had
anti-discrimination laws.
However, the Panel, believing to confront head-on the lawfulness of
However, the Panel considered
that, where there was only one service that there was benefit in certainty, discrimination on the ground of religion.
provider or employer in a community, recommended that the Charities Act The difficulty for the Panel was that
thus precluding choice on the part
of the consumer of that service or 2013 should be amended to clarify discrimination on the ground of religion
prospective employees, it should be
open to governments to insist that that advocacy of a “traditional” view of often looked like it was discrimination
the sole provider not discriminate
against any part of the population, marriage would not, of itself, amount to on other grounds, particularly those
and that in circumstances of limited
employment opportunities, be open to a “disqualifying purpose”. The Australian of sexual orientation, gender identity
the employment of suitable and qualified
persons regardless of intrinsic qualities government has said that it will seek to and marital relationship status. As the
such as their sexual orientation. This
should be of some comfort to faith-based implement this recommendation as soon Panel concluded, “This is an extremely
schools as they operate in a sector
where there are many employment as practicable. This ought to ensure that complicated area of law”. In the end, the
opportunities. faith-based schools can continue to teach Panel recommended that the Federal

The Panel heard from faith-based and promote the values and practices that Government should amend the Sex
organisations that protections were
needed to ensure that organisations do are integral to their faith. Discrimination Act 1984 to provide that

The Panel specifically considered religious schools can discriminate in

employment in religious schools noting relation to the employment of staff on the

that schools conducted in accordance basis of sexual orientation, gender identity

with the principles of most major religions or relationship status provided that:

operate throughout Australia. The Panel (a) the discrimination is founded in
heard from a number of religious schools the precepts of the religion;
that education in their schools is not
(b) the school has a publicly

just about teaching the curriculum but available policy outlining its position in

also about teaching religious truths and relation to the matter and explaining how

providing an environment that supports the policy will be enforced; and

religious belief and models these truths (c) the school provides a copy of the

in the way staff live. The Panel heard policy in writing to employees.

repeatedly that faith is “caught not

MAY 2019 33

Technical Update

Religious
Freedom Review (continued)

The Panel heard This was all too much for the Federal The Federal government responded
from faith-based Government which, in its response to that this recommendation also required
organisations that the Religious Freedom Review, said that further review. Subsequently, there has
protections were this recommendation required further been some negotiation between the
needed to ensure that review. We agree that this is needed, Government and the Opposition about
organisations do not particularly in relation to what is meant by how to implement this recommendation.
lose their charitable “discrimination founded in the precepts Once again, the result is that no changes
status because of of the religion”. Clearly, nothing is going to the legislation have been made and
their religious beliefs. to happen in this area until after the next there will be further debate on this issue
The Panel did not Federal election. after the next Federal election. Our
consider that charities concern is that none of the major political
(including schools) The other very complex area into parties appears able to understand the
which were established which the Panel delved was the enrolment potential (and presumably unintended)
for religious purposes of students in religious schools. There consequences of the solutions they are
and which continued to was a general consensus that religious proposing.
advocate their religious schools were not seeking the right
views, including a to refuse enrolment to children on Finally, we note that not all Australian
“traditional” view of the basis of their sexual orientation jurisdictions prohibit discrimination on
marriage, were at or gender identity. Nevertheless, the the basis of a person’s religious belief
risk of losing their Panel recommended that the Federal or activity. For example, this is not a
charitable status under Government should amend the Sex ground in New South Wales. The Panel
Australian law. Discrimination Act 1984 to provide that considered that Australian laws should
religious schools be able to discriminate do more to protect the right to non-
in relation to students on those grounds discrimination on the basis of religious
provided that: or other beliefs. Accordingly, the Panel
recommended that the Australian
(a) the discrimination is founded in government should either amend the
the precepts of the religion; Racial Discrimination Act 1975 or enact
a Religious Discrimination Act to render
(b) the school has a publicly it unlawful to discriminate on the basis of
available policy outlining its position in a person’s “religious belief or activity”,
relation to the matter; including on the basis that a person does
not hold any religious belief. The Panel
(c) the school provides a copy of the added that, in doing so, consideration
policy in writing to prospective students should be given to providing for
and their parents at the time of enrolment appropriate exceptions and exemptions
and to existing students and their parents for religious bodies, religious schools and
at any time the policy is updated; and charities.

(d) the school has regard to the Please contact David Ford if
best interests of the child as the primary you would like further advice on the
consideration in its conduct. implications of the Panel’s Report for your
school.

David Ford | Emil Ford Lawyers

34 ASBA ASSOCIATE

Your School.
Your Future.

Achieving financial efficiency for your school can
be challenging when you’re constantly juggling
competing priorities.

From administration to staff training and teaching, technology continues to transform the
education landscape. Keeping up with the changes is important in a world of increased
competition and greater user-choice.
With a national team of independent schools banking specialists, design thinking experts
and our ongoing investment in technology, CommBank is here to support your school
and maintain its competitive edge.

Discover more when you visit the CommBank stand at this year’s ASBA
National Conference, or contact Julienne Price, Head of Schools and
Not-for-Profit Sector Banking, on 0427 506 363 or [email protected].

© Commonwealth Bank of Australia ABN 48 123 123 124

NOVEMBER 2018 35

Technical Update

Everything you need to know

about the new whistleblowing legislation

Overview
The world class Australian
education system is widely
considered a vital resource
to Australian society. As a
result of sweeping policy
changes by Julia Gillard in 2009
it has now become Australia’s
third biggest export industry
after iron ore and coal1 .
However, this rapid growth
has not been without cost.
Increased emphasis on academic
achievement, workplace stress
due to the demands of the job
and “helicopter parenting” is
driving unnecessary workload
and negative behaviours in
schools.

This behaviour can have
detrimental effects on pupils,
as well as impact the ability of
schools to retain high quality
teachers. The need to speak
out against such behaviour
is especially pertinent to the
education sector, which deals
with young and vulnerable
people to whom there is an
overriding duty of care.

The best leaders view
THIS crisis as a spark for
constructive, radical change.
Whistleblowers should not
be seen as a threat but as
part of an effective learning
environment. By having a good
whistleblower policy and
program in place, schools can
identify these risks and create
a safe and secure environment
which encourages staff and
students to speak out against
bad practice and unethical
behaviour.

Overview What to do next “ The best leaders view
Previously the legislation for whistle Now is the time for organisations to this crisis as a spark for
constructive, radical
blower protections was fragmented, identify gaps and set out an action plan to change. Whistleblowers
inconsistent and confusing and engage with stakeholders and establish a should not be seen as
whistleblowers were discouraged from best practice whistleblowing program. Our a threat but as part of
making disclosures due to the fear of recommendation is that the organisation an effective learning
personal and/or professional reprisal. first conduct a comprehensive review environment.”
of their current whistleblowing policy
The passing of the Treasury to ensure it complies with the new More information
Amendment (Enhancing Whistle-blowers legislation. Download Your Call’s Legislation
Protections Bill 2017) imposes obligations
on an organisation to provide greater In constructing the policy consider Pack to learn everything you need to
protections against harassment and providing the use of internal and external know about the changes by visiting www.
victimisation as a result of making a reporting pathways for stakeholders. yourcall.com.au
legitimate disclosure. Internal methods of reporting include
standard grievance procedures. External For information on developing a
Amongst other things, the reforms reporting pathways provide another best practice Whistleblower Program
standardise the protections available avenue through which to take their download our whitepaper with the
across sectors so as to encourage concerns, particularly if they don’t feel Institute of Internal Auditors at http://
whistleblowers to more readily disclose comfortable using internal methods iia.org.au/sf_docs/default-source/
information relating to actual or suspected or if they want to remain anonymous. technical-resources/2018-whitepapers/
non-compliance or misconduct under External service providers can add iia-whitepaper_whistleblowing-programs.
various laws including corporate and value by objectively and independently pdf?sfvrsn=2
taxation laws. receiving disclosures through a telephone
hotline, email or online and also provide Tau Likukuma and Nathan Luker |
The intention of the new legislation is a mechanism for ongoing anonymous Your Call Whistleblowing Services
to protect the anonymity of whistleblowers communication between the organisation
and to provide remedies such as and the whistleblower.
compensation should a whistleblower
suffer detriment as a result of making a An organisation should also establish
disclosure or if their identity is revealed. a strategy for supporting and protecting
stakeholders who raise concerns via the
In addition, whistleblowers cannot whistleblowing program. Support should
be subject to legal liability for making a be available to stakeholders before,
disclosure (although, may be subject to during and after the whistleblowing
civil, criminal or administrative liability for process. This may involve access to an
any personal misconduct revealed by the internal support person and external
disclosure or investigation). counselling.

Whilst directly regulating only listed Once an organisation has established
and large private companies, smaller a whistleblowing program getting people
and government organisations will also engaged across the organisation is
need to be mindful of the benchmarks crucial to its success. An organisation’s
these new Whistleblower Legislation size, sector, geographical location, history,
requirements will set. stakeholder demographics and more will
all affect how education and training are
From 1 January 2020 public best provided.
companies and large proprietary
companies must have a whistle-blower
policy in place. The policy should set out
the process for receiving, investigating
and resolving disclosures. It should also
clearly set out how the organisation will
make the policy available to the officers
and employees of the company.

1Department of Foreign Affairs and Trade Top 10 Goods & Services Exports 2017-2018

MAY 2018 37

SERIES 3 ASBA Mentoring

What do mentees fear most?

“mentees often fear that a “dumb”
question will make them look foolish, so
they simply stay silent”

Amentor enters a mentoring At the heart of understanding is Be patient and keep yourself off that
pedestal as the relationship develops. Be
relationship knowing she has skills a willingness to ask questions. Yet willing to share your own mistakes and
doubts. A little fallibility gives your mentee
and knowledge to share with her mentees often fear that a “dumb” permission to be vulnerable. If bravado is a
coping strategy then your willingness to be
mentee. Naturally this makes the mentor question will make them look foolish, so vulnerable will eventually allow your mentee
to shed her bluster.
feel pretty good. Not only is she a decent they simply stay silent. Without the free
Mentee fear and intimidation is
and generous person, willing to share her flow of questions, your sage guidance particularly prevalent when there is a large
gap in experience and seniority between the
expertise, she is also a person of value, may be misunderstood. mentor and mentee. Program Managers
should bear this in mind during the matching
having expertise worth sharing. As a mentor you rely on your process. Unless there’s a very good reason
for it, avoid matching a recent university
While we are all for mentors feeling mentee to weigh up suggestions and graduate with a CEO or senior manager. The
bigger the real power difference, the harder
good about themselves, we encourage advice, acting only on ideas that fit their it will be to minimise that difference and
establish a relationship that will genuinely
every mentor to take into consideration personal goals and principles. A fearful foster mentee development.

how it feels to be on the other side of the mentee may not trust herself to reject The good news for mentors is that
helping mentees to be at ease in the
mentoring relationship. For many mentees or adapt your advice. This changes the mentoring relationship reaps reward for both
sides. Permission to be open, honest and
fear is the primary emotion experienced relationship from mentor to superior, a vulnerable not only helps mentees to gain
real personal growth, it also offers mentors
when she first sits across from a mentor. dangerous shift for both parties. a safe place to develop genuine leadership
and coaching skills.
“But I’m not scary,” I can hear you

say. It’s not about your personality or the As a mentor, be on the lookout for
way you dress. What drives mentees’ fear fear at the outset. This may appear as a
most is self-doubt. Sitting across from a hesitancy to ask questions, continuous
more senior, more knowledge mentor, it is deference to you and your opinions or
easy for a mentee to feel they don’t stack simply an apparent shyness. Confusingly,
up. They worry that they will be judged by fear may also look like self-confidence.
this successful person and found wanting. What better way to hide self-doubt than
As a mentor you are no doubt behind bluster and bravado?
struggling with your own self-doubt, just If you sense apprehension or false
the like the rest of us (at least those of bravado often the best first step is to
us who aren’t narcissists). But don’t call it out. Acknowledge the fact you are
underestimate how powerful, poised, older and more experienced may feel
experienced and confident you look to intimidating. Often just getting this out in
your mentee. the open will begin to settle the nerves.

Be prepared to knock yourself off

While it’s tempting to simply bask in your pedestal. David Clutterbuck refers to
the reflected glory of your mentee’s awe, this as “minimising the power difference”.
Help your mentee to understand that you

be aware that fear has the potential to are also human and have your own self-

undermine the good work you hope to doubts. Invite your mentee into an open

achieve as a mentor. relationship, letting them know you don’t

want your position to get in the way of a

productive rapport.

38 ASBA ASSOCIATE

Cyber knowledge
is power

A safe school understands look for a sequence of numbers sector, and has encouraged many
cyber risks, and how to in data storage. Schools store a schools to think differently about
reduce them by investing lot of personal information which their data and reconsider their
in a good cyber policy. is precisely why they attract existing level of protection. Guiding
criminals who use Ransomware. school clients on matters of
The law requires schools to comply Any cyber attack has the potential governance and the importance of
with Mandatory Data Breach to compromise private student following a coordinated approach
Notification Laws. CCI supports records that contain health care to managing a cyber incident is
education clients to build a digitally details, legal matters, credit card part the Cyber 360 policy, assisting
safer environment. All schools store information, and even personal in correct procedures for escalating
data; some of it is sensitive but routine arrangements regarding any issues or managing an incident
all of it is confidential. Investing daily life at school that may outline response in real time. Social media
in cyber security is a significant pick up or drop off arrangements use among students and parents
measure that will pay off in the and after school care schedules. presents an added cyber risk, and
future, while helping to protect the CCI helps schools to identify while it’s difficult to see a cyber
privacy of students today. their vulnerabilities and plan a threat on the horizon, schools can
Imagine a cyber policy that has solid first line of defence. With an always count on children wanting
been designed in collaboration with increasingly digitalised curriculum, to be more connected than less.
and supported by a partnership and more connectivity and device Join the Cyber 360 movement
with leading cyber security experts. usage among students, our experts sweeping our schools and get a
CCI’s Cyber 360 gives schools this know that this creates exposure to better view of cyber risks and how
kind of policy, with 24/7 access to cyber threats outside of the school to manage them.
the technical expertise of cyber gate. Secondary school students
security specialists who can help need to access study tasks Contact CCI today on
manage an incident from attack remotely, and regularly work online 1800 011 028 or visit
through to recovery and help with after school hours. Cyber 360 is www.ccinsurance.org.au to find out
restoration of data and systems, if a policy that connects schools how to arrange a cyber risk analysis
needed. to a range of tools and resources for your school.
When it comes to cyber threats, that teach cyber safe practices. It
attackers like to target private also links to an Insights platform
schools, including Catholic with articles on the topic of cyber
primary and secondary schools security, and interviews with
or universities. Their objective leading cyber experts.
is to find an entry point to a The cost of data breaches is also
school’s IT system where they a concern among the education

39Important Notice: The information is intended to provide general advice only. It does not take into account your individuaNlOcVirEcMumBEsRta2n0c1e8s and

therefore it does not constitute, and should not be relied on as personal advice, for which you should seek professional advice tailored to your
own circumstances. Such advice can be provided by CCI, please contact us on 1800 011 028 to discuss this.

Association of School 1 – 4 October 2019
Business Administrators Hotel Grand Chancellor
Biennial Conference Hobart

RReEgGiIsStTREaRtiNoOnWno! w open

Early Bird Registration Closes 29 March 2019

ConferenCe Host strategiC Partners

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