Ten Cate takes over at Pana

Monday, June 16th, 2008

Panathinaikos have unveiled former Ajax boss Henk ten Cate as their new coach.

The 53-year-old Dutchman has signed a two-year contract with the Athens club. He moves to Greece after being sacked as an assistant coach with Chelsea, who he helped to the Champions League final.

He added: “Panathinaikos’ organisation, history, ambition and attitude towards football in general match those of the greatest football clubs in Europe, so I’m confident that we will achieve our goals. I’m looking forward to coming to Athens and meeting my players.”

Ten Cate inherits a team that finished third in the Super League last season. The campaign was a huge disappointment as the club had sought to mark its centenary with a league title, and coach Jose Peseiro was sacked at the end of the season.

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Panathinaikos name ex-Chelsea man as new boss

Monday, June 16th, 2008

Dutchman Henk ten Cate, who was Avram Grant’s right-hand man at Chelsea last season, was named as the new coach of Greek side Panathinaikos on Friday.

“Panathinaikos’ organization, history, ambition and attitude match those of the greatest clubs in Europe, so I’m confident that we will achieve our goals. I’m looking forward to coming to Athens and meeting my players.”

Ten Cate, 54, was assistant manager at Chelsea under Grant last season where the Londoners finished runners-up to Manchester United in the Premier League and the Champions League.

Grant has now been replaced by Brazil’s Luiz Felipe Scolari.

During the 2005-2006 season ten Cate was assistant to Frank Rijkaard at Barcelona which won the Champions League title and the La Liga crown.

Ten Cate was a former player in the Dutch league and briefly had a stint with North American Soccer League side Edmonton Drillers in Canada.

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Horoscopes by Holiday for May 12

Sunday, May 11th, 2008

Jupiter in Capricorn expands everything he touches, and today, shaking hands with the Taurus sun, our sense of well-being grows to the degree that we’re aligned with what it is we’re aiming toward. Sometimes meaningful accomplishment is a matter of goal-setting, but today it’s about asking for more. So where can you ask for more?

ARIES (March 21-April 19). There are those who love to provoke you — they can’t help themselves. You’re so much fun when you’re bothered. Decide not to take offense or get ruffled and they’ll stop. All they want is your attention anyhow.

TAURUS (April 20-May 20). The best help you can get comes from someone whose own interests coincide with your perfectly. Find the one who, by helping you out, is actually helping himself immensely.

GEMINI (May 21-June 21). Keeping the peace is easy when you understand the needs, wants, limits and talents of those around you. So getting along is mostly a matter of paying attention, and being curious about others — easy for you!

CANCER (June 22-July 22). If you are in a position where you need to move quickly to obtain or change something, you’ll wind up paying too much. The most patient person holds all of the power.

LEO (July 23-Aug. 22). Part of you is thinking about the future of a relationship as you make decisions. You’re generous because it feels right to you, but also because you want the other person to be as loyal as you are.

TODAY’S BIRTHDAY (MAY 12). Relationships grow closer this year. The enduring love of your supporters will be highlighted as you adventure on together. You’ll also have fun with new characters who are introduced to your inner circle. A business risk or a daring move on the job results in more money by June. Travel sparks your imagination in October. Cancer and Scorpio adore you. Your lucky numbers are: 4, 2, 1, 44 and 17.

VIRGO (Aug. 23-Sept. 22). Work is demanding. The prize goes to the person who cares the most, or at least pretends to care the most. Higher-ups need validation and respect. They’ll look for it in your eyes.

LIBRA (Sept. 23-Oct. 23). Some of your core needs are not being met. It’s time to find new resources. When those close see that you’re serious about making a change, they just might step up with a new energy and eagerness.

SCORPIO (Oct. 24-Nov. 21). You’re a private person, especially when it comes to your creativity. However, this is no time to hide out. Show and share what you can do.

A life lived on purpose is a magnet for love. This is especially true for Capricorns who are deeply fulfilled by identifying their calling, then pursuing that to the ends of the earth. He is doing this — fabulous! My concern is, Capricorns can approach finding a mate with ambition equal to climbing a K2, which can be problematic (and disappointing). Love flourishes in an atmosphere of lighthearted play.

However, he does have innate skills useful in a soul mate strategy. Just as every ambitious Capricorn envisions a picture of what success looks like before they achieve it, intentionality precedes manifestation. So just as your son masterfully intends his life achievements into being, I’d suggest he picture his life partner, write it down, followed by the other thing Capricorn does best — hold out for the best. And don’t forget to trust that love is in the stars.

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Isabel Allende - refugee, writer, icon

Saturday, April 19th, 2008

Isabel Allende, the passionate expatriate queen of Latin American fiction writers, lives just as you might imagine - in a film-starrish, peach-coloured, faux Spanish castle, on a wooded hilltop.
Aptly named La Casa de los Esp%26iacute;ritus (The House of The Spirits) after her phenomenal best-seller first novel, it%26#39;s an hour north of San Francisco, with an expansive view of the bay.
Allende fled the Pinochet terror regime in Chile aged 40, then wrote her first highly political, magic realism novel on her grandmother%26#39;s wooden s%26eacute;ance table, in a crammed kitchen in Venezuela.
Still black-haired and glamorous at 65, she%26#39;s written her latest laid-bare memoir, The Sum Of Our Days - in her poolside author%26#39;s cuchitril [den], on her one-hectare Californian estate.
It%26#39;s a short, voluptuous figure with a commanding presence who opens the front door and shakes my hand. %26quot;You%26#39;re tall,%26quot; Allende remarks abruptly. %26quot;I%26#39;m short,%26quot; she continues, %26quot;but let me warn you, my height is deceptive. I%26#39;m a bulldozer,%26quot; she says, as she sweeps me through the high-arched rooms.
Indeed this sharp, fiery, bossy, yet warm and generous benefactor is mobbed like a rock star when she returns to Latin America. She%26#39;s thronged, wherever she tours anywhere in the world, by adoring fans who%26#39;ve bought more than 30 million copies of her books, printed in 28 languages. %26quot;The crowds are for what I represent, as much as for my books; and because my name is Allende,%26quot; she says frankly. %26quot;People see me as a symbol for The Disappeared, the torture victims. I%26#39;ve written so much about politics, people know I%26#39;m never afraid to speak out about oppression and injustice.%26quot;
Allende%26#39;s own life story reads like a plotline from her many novels. It%26#39;s her life experience, and the daily dramas in her extended family, the tribe, who she%26#39;s enticed to live around her hilltop, that she openly mines to fill her pages. Daughter of a Chilean diplomat, and niece and goddaughter of former Chilean President Salvador Allende, she survived %26quot;one coup, a military regime, three revolutions, censorship of my work as a journalist, assisting political subversives, death threats, then fleeing into exile in Venezuela%26quot;. The democratically elected, Marxist idealist President Allende died during the 1973 CIA-backed military coup.
On the personal front, Isabel Allende survived %26quot;eccentric relatives, divorce; then remarriage to Willie Gordon, an American social justice lawyer with plentiful baggage, including three drug-addicted children, and one functional stepson%26quot;. Then came the death from porphyria of her daughter Paula, after Allende%26#39;s bedside vigil throughout her year in a coma; and the drug-related death of Gordon%26#39;s daughter Jennifer. Then Celia, the wife of Allende%26#39;s son Nico, and mother of his three children, turned lesbian, with Sally, the fianc%26eacute;e of Gordon%26#39;s stepson Jason. Celia and Sally co-parent the three children, with Nico and new wife, the gorgeous Lori Barra, who Allende %26quot;sought out, road-tested and snagged for Nico%26quot;.
Confused? This is only the start. It all becomes clear in her memoir. Readers who love Allende%26#39;s outpouring honesty about her passion-led decisions, failings, stubbornness and meddling obsessions, along with her wit and spiritualism, will find this in buckets in The Sum Of Our Days. %26quot;I have more than enough dramas and melodramas in my life to make a three-ringed circus,%26quot; Allende admits. Nonetheless she%26#39;s determined that all the above characters, and more, remain members of the tribe she began gathering when she married Gordon 20 years ago, and moved to America knowing no one else.
%26quot;What I would like is a big compound, with a high fence and bodyguards, so I could lock them all in, then no one could escape my constant interfering in their lives.%26quot; Allende rocks with laughter. %26quot;Willie spends his days telling me, %26lsquo;Keep your nose out of it Isabel,%26#39; but I%26#39;m a control freak so I take no notice.%26quot;
We%26#39;ve been talking all morning in her correspondence study inside the main house, a room lined with books and silver-framed family photographs. It%26#39;s in total contrast to her spartan cuchitril, where only material relating to the current book is allowed. In the correspondence study are stored the thousands of letters that Allende and her mother, Francisca , 87, living in Chile, still write to each other daily. The correspondence began when Allende was 15, at school in Chile and living with grandparents, whilst her parents were posted abroad. Neatly bundled, tied with ribbon and dated year by year, the letters provide crucial source material for Allende%26#39;s books.
In the next room is the well-travelled, heavy carved wooden s%26eacute;ance table, which her clairvoyant grandmother%26#39;s supernatural powers shake and move in her turbulent family saga The House Of The Spirits. %26quot;Of course I exaggerate, but it could have happened in real life - that%26#39;s magic realism,%26quot; Allende says pertly. %26quot;The table moves even further in the film version of my book. Did you see it? All those great actors, Meryl Streep, Vanessa Redgrave, Jeremy Irons, and Antonio Banderas. Oooh, I could eat him on a tortilla, with guacamole.%26quot; Allende grasps a photograph of herself with Banderas, and peering closely remarks: %26quot;I look weird because I%26#39;d just had a facelift, and it was too tight.
%26quot;Of course I had cosmetic surgery!%26quot; she says. %26quot;Why would I want grey hair, sagging wrinkles, and warts with whiskers growing out of them? I will always fight the ugliness of old age. But as my mother says, there comes a point where you have to give up, and just be happy that you don%26#39;t smell!%26quot;
She stands erect, straightens her silk skirt and announces: %26quot;I think I should feed us; I have something I prepared.%26quot; She disappears to the kitchen to fetch what I imagine will be a simple sandwich lunch. Instead she sets out spiced lentil soup, beef fillet, spinach and pumpkin with pine nuts, chocolate and butterscotch ice-cream, Chilean white wine. %26quot;Gluttony and lust are the only deadly sins worth the trouble, my dear,%26quot; she says, raising her glass. %26quot;Please eat more.%26quot;
Are any of these recipes from her book Aphrodite? %26quot;I can%26#39;t even remember. When I wrote that book, my mind and heart were still in a giant blur of grief.%26quot;
It%26#39;s typical of Allende%26#39;s uninhibited individualism that the last thing anyone would have expected her to write at that wretched time was a bawdy Rabelaisian book about food and sex: aphrodisiac sauces, soups, souffl%26eacute;s, sensual culinary delights and orgies. In 1995 she%26#39;d published Paula, about the slow death of her daughter from a metabolic disorder, porphyria, aged just 28 and newlywed. People still approach her, weeping over the book. %26quot;I still cry about her; you never get over it,%26quot; she says, stroking a photograph of Paula.
The book began as a long letter that she wrote, sitting at her daughter%26#39;s bedside, waiting in hospital corridors: %26lsquo;Listen Paula, I am going to tell you a story, so that when you wake up you will not feel so lost.%26#39;
Allende recorded the daily happenings, but as it became apparent that her daughter was unlikely to wake from her coma, she began delving back inside her own childhood. With reckless honesty she recalls bitter and sweet moments: memories of her racy diplomat father disappearing in scandalous circumstances when she was three and her mother re-marrying another kindly diplomat; of living with her austere patriarchal grandfather, and her furious desire to break free from the male-dominated Latin world. Secrets that she wanted to tell Paula, including an eerie incident of sexual abuse by a fisherman when Allende was eight.
Exhausted on completing Paula, Allende was unable to summon the enthusiasm for another novel. So she reverted to the techniques of her former career as a journalist, and set herself a task to investigate the most far-fetched topic to jolt her out of her gloom - aphrodisiacs and orgies.
More works of popular fiction followed. Her books are often historical fiction with a romantic, political, feminist bent, along with some trademark Latin American magical realism: Of Love And Shadows, Eva Luna, The Stories of Eva Luna, Daughter of Fortune, In%26eacute;s Of My Soul. Nearly all her narratives feature defiant women, born poor or vulnerable, destined to a life of subjection, who rebel. %26quot;My female protagonists throw themselves into adventure without measuring the risks or looking back, because to remain paralysed in the place society holds for them is much worse.%26quot;
Like their author, her female characters %26quot;make crazy passionate decisions, driven by love, ahead of personal ambition%26quot;, she says. %26quot;But in those crazy things we do for passion, therein lies the story. If we always acted in a reasonable way, there would be no story - and I%26#39;m a story junkie. I hunt stories everywhere.%26quot;
Allende, superstitiously, always begins a new book on January 8, the date she began writing The House of the Spirits. On her most recent start, she ritually lit a candle in her cuchitril, stared at her blank computer screen, then the phone rang. %26quot;It was my longtime agent, Carmen Balcells, my larger-than-life mother figure, who now lives in semi-retirement in Santa Fe, a tiny town of crazed goats near Barcelona,%26quot; Allende relates. %26quot;%26#39;Read me the first sentence,%26#39; Carmen demands. %26#39;I don%26#39;t have one,%26#39; I reply. %26#39;Then write a memoir. It%26#39;s 13 years since you wrote Paula.%26#39;%26quot; So Allende began The Sum of Our Days, picking up from where Paula left off.
The redoubtable Willie Gordon is a significant player in this book. I meet him briefly, when his tall, impressive figure darts into the study and in the broadest Oz accent says: %26quot;Gidday! My father was Australian, born in Grenfell.%26quot; He disappears to another part of the house for his writers%26#39; group meeting. Now 70 and retired from law, Gordon pens detective novels. %26quot;I%26#39;m not competing with Isabel - I%26#39;m the mere fly on the queen%26#39;s skirt,%26quot; he chuckles.
Allende and Willie met in Los Angeles 20 years ago, when a somewhat disastrous one-night stand strangely charmed the impulsive author. %26quot;Willie came to a literary lunch, and then invited me to dinner,%26quot; Allende recalls. %26quot;I was newly divorced, I liked him, my hormones were raging, so I decided to go home with him for a lusty fling, as I was leaving town the next day.%26quot;
But the trial lawyer who ran a busy practice representing illegal immigrant accident compensation victims lived in utter dysfunctional chaos. %26quot;Willie was divorced, with custody of three children, all then drug addicts (two now recovered, one dead), and only his stepson Jason was functional. He was trying to look after all of them,%26quot; Allende says. %26quot;Willie%26#39;s house was on a waterfront, but the water was stagnant and smelly. He had a boat, but it was rotten. Inside the house was disgusting, like a zoo full of pets that nobody looked after. A golden retriever dragged worm-ridden bird corpses over the floor, dead fish floated in an aquarium, half-starved rats and guinea pigs squealed in cages. Burned Christmas decorations, from a fire the previous year, had never been cleaned up.
%26quot;Poor Willie, who never complains, would run home exhausted from his office to do the shopping, cooking, laundry, supervise homework, try and care for these crazy kids. I was deeply moved when I saw this, because I had never seen a man doing what women do all the time.%26quot;
The hyperactive youngest son started yelling he didn%26#39;t want Allende in the house. %26quot;So Willie shut me inside his bedroom, and tried to calm his screaming son and howling dogs, while I wondered what on earth I%26#39;d got myself into.%26quot;
Allende delayed her departure, stayed a week and learned more of Gordon%26#39;s own amazing backstory. His Australian-born father, William Lindsay Gordon, was an alcoholic charismatic preacher, who moved to America to peddle a religion he invented, The Infinite Plan. He died when Gordon was six, leaving a depressed wife to raise three children on cleaner%26#39;s wages, in a rough Spanish-speaking part of LA. Gordon found solace in public libraries, which led to his law degree.
Allende returned to Venezuela, where she then lived. Within weeks she sent Gordon a proposal contract that she move into his life, and in good humour he signed it. %26quot;I arrived, with my peasant Chilean mentality, and a project,%26quot; recalls Allende. %26quot;I%26#39;d never seen drugs before, so I thought I%26#39;d clean up this messy household. [That it was] just a matter of giving everyone clear rules, good organisation, a lot of love, and it will be fine. It took me years to learn that addiction is a serious illness, beyond my capacity to cure.%26quot;
Allende and Gordon wed, but their relationship was sorely tested in the next years, as each lost a daughter. %26quot;There was so much sadness in our lives, we were on the brink of divorce,%26quot; she admits.
They got through it. %26quot;In the morning, when Willie is shaving,%26quot; Allende writes, %26quot;and I see him in the mirror, I often ask myself who the devil that large, too white, North American man is, and what we are doing in the same bathroom… From the beginning, he adopted my family and respected my work… he gently laughs at my manias, and doesn%26#39;t let me run over him; he doesn%26#39;t compete with me, and even in the fights we%26#39;ve had, he acts with honour.%26quot;
Late afternoon Allende drives me across to the Isabel Allende Foundation, housed in Sausalito, in a former brothel which was converted into Gordon%26#39;s legal offices until he retired. Allende directs $US250,000 a year to the Foundation, in memory of her daughter, who was a social worker in Spain, to fund health, education and legal programmes for disadvantaged women and girls.
Lori Barra, a striking beautiful, intelligent woman, runs the Foundation. Barra, a former graphic designer, says she had no idea she was being auditioned and road-tested for the role of Allende%26#39;s new daughter-in-law when Allende invited her to join her and a photographer on a two-week magazine assignment to Brazil. %26quot;Nico%26#39;s wife had turned lesbian,%26quot; Allende explains, %26quot;and my son was so reserved and vulnerable that any bitch could snap him up; and I didn%26#39;t want a bitch.%26quot; Allende also arranged a lunch to road-test Barra as a stepmother; she brought along Nico%26#39;s most challenging child, Andrea, %26quot;who came dressed like a beggar, with pink rags tied around different parts of her body, and her Save The Tuna doll%26quot;. Allende%26#39;s scheming worked, Nico and Lori proving such a brilliant match that it says something for arranged marriages.
Also working at the office as Allende%26#39;s PA is Juliette Ambatzidis, another member of the tribe recruited in incorrigible Allende fashion. Lori wanted to have a baby, but was in her 40s. So did Giulia, the new wife of Ernesto (Paula%26#39;s widower, who Allende treats as a son. He lives in her old house at the edge of her garden.) Allende bowled in, paying for IVF, which was successful for Giulia, but not Lori. Undefeated, Allende found Ambatzidis, who%26#39;d borne surrogate twins, and persuaded her to bear a surrogate baby for Lori and Nico. Sadly, this was not successful, but in the meantime Ambatzidis and her own two sons had firmly bonded with the tribe .
The next evening I%26#39;m invited to a dinner at La Casa de los Esp%26iacute;ritus to meet the tribe, and we%26#39;ve also planned a photo shoot. The shoot proves tricky, as Allende wants to pose stiffly. %26quot;I%26#39;ve been caught out before with shots that show big wrinkles and rolls in my chin and neck,%26quot; she argues. C%26#39;est la vie, she wins.
Talking to the family tribe, it%26#39;s clear that they all both adore her and stand up to her, which is what she wants.
She loves big family dinners, but some have ended up soap opera disasters, like a Thanksgiving celebration mentioned in the new book, where Nico and Jason learned that their partners Celia and Sally were lovers. %26quot;Nico and Celia were in one bedroom, crying; Jason was in another bedroom with Sally, threatening to run around with a machete,%26quot; Allende begins. %26quot;I was dealing with a disaster in the kitchen. I%26#39;d cooked the turkey with a new recipe, injecting green herbs under the skin, and it looked like a bloated green corpse.
%26quot;Willie was indignant because his two other sons had not shown up. He was hungry, the Thanksgiving banquet was a catastrophe, so Willie picked up the green turkey and hurled it into the garbage.%26quot;
Amidst this tragicomedy Allende%26#39;s elderly parents arrived from Chile. %26quot;Soon the whole family is in therapy,%26quot; says Allende. %26quot;An army of psychologists is getting rich off us.%26quot;
For a family of such power talkers, it%26#39;s surprising how much therapy they%26#39;ve had - Isabel and Willie, Isabel and Nico in particular.
Nico explains it%26#39;s mostly about trying to set boundaries with his adored but overbearing mother. %26quot;It%26#39;s very helpful to have an outside voice looking at the situation, because we tend to get so bound up with our own way of telling the story, or the quarrel, that we can%26#39;t see a way out.%26quot;
In the midst of dinner, our photographer%26#39;s assistant knocks a large glass of red wine onto the plush Moroccan carpet. He diligently scrubs away at the winespill but Allende, the perfect hostess, makes light of it. %26quot;Don%26#39;t worry, my dog pisses on the carpet. Come and get drunk and enjoy yourself!%26quot;
Gordon, laughing loudly, joins in with his carpet story. %26quot;Isabel and I bought all these carpets back from Morocco, thinking we were very clever. I thought I%26#39;d bargained the carpet dealer down to within an inch of his life on the price, using my best courtroom techniques, then found we could have bought the same damned things at Macy%26#39;s here for half the price.%26quot;
At 65, with a status of literary royalty, the most widely read and widely translated Latin American woman writer, and plentiful wealth, you wonder what motivates her to keep writing? Just as I ask the question, the large dining table we%26#39;re sitting at starts shuddering. With much hilarity Allende swears it%26#39;s not her psychic powers, rather it%26#39;s one of San Francisco%26#39;s famous earthquakes.
Gordon answers my question for her: %26quot;Isabel needs to write, or she%26#39;ll go demented.%26quot; While hugging his wife, he adds: %26quot;And to keep Isabel%26#39;s nose out of everyone%26#39;s business, so we don%26#39;t all go demented, we all need her to write.%26quot; n
* The Sum of Our Days (HarperCollins NZ) goes on sale later this month

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It’s down Hille all the way to $10m

Wednesday, April 16th, 2008

Oh, and he%26#39;s well on his way to making a million dollars this year.
Actually, he%26#39;s shooting for $10 million %26ndash; but what%26#39;s another zero when you%26#39;ve broken six?
Above the slick, stainless steel, cafe-quality espresso machine in his spacious office in Christchurch seaside suburb Sumner, a photocopied cheque for $10 million is taped to a wall adorned with world-trade time clocks.
Mr Hille wrote it to himself and post-dated it December 31, 2008.
The stylish 43-year-old smiles as he admits his %26quot;extremely out-there, difficult, but not impossible, goal%26quot;.
%26quot;It would be a colossal year by anyone%26#39;s standards but traders do that because you can make that sort of money,%26quot; he says confidently, relaxing into a leather sofa.
The method to his money-making madness? Currency, commodities and a hedge fund strategy known as %26quot;global macro%26quot;.
%26quot;When you trade global macro, you can make money just as easily when markets go down as they do when they go up. If you%26#39;re willing to trade anything around the world, you don%26#39;t really have to be concerned with falling equity markets or falling property markets %26ndash; there%26#39;s always something going on with currency, there%26#39;s always something going on with commodities.%26quot;
At the moment, he is hot on the %26quot;short New Zealand dollar against the Australia dollar%26quot; but is otherwise lightly invested after a %26quot;good%26quot; run in the first quarter of the year, turning $150,000 into $370,000.
Most of those gains came from agricultural commodities, which enjoyed a %26quot;massive run-up from the middle of January till the end of February%26quot;.
The secret, he says, is buying high and selling low %26ndash; the inverse of the usual stock market convention. The strategy is predicated on a commodity or stock hitting a new high then going even further.
%26quot;When something gets to a new high, or a new 20-day high, by definition there is no one holding that commodity or stock who is in a losing position, because they must have purchased it cheaper.%26quot;
Unknown forces also factor in, he says. %26quot;These reasons may come out weeks or months later, or not at all. But if there is a groundswell of buying that pushes prices to a new high, there is likely a good reason for that and so buying at that high will often result in prices going higher still for those reasons that you don%26#39;t know, but that the groundswell of buyers do know.%26quot;
Needless so say, he does a fair bit of reading on the subject and during the course of a day studies up on trades, successful traders and market trends.
%26quot;At the moment I%26#39;m sitting on the sidelines,%26quot; he says.
%26quot;The only commodity I have that I%26#39;m trading is corn and the reason I%26#39;m trading corn is that at the end of last week, it reached an all-time multi-year high. I%26#39;m simply waiting for the other food commodities to hit new 20-day highs and, when they do, I%26#39;ll be in again.%26quot;
A dabbler since the age of 18, Mr Hille took up %26quot;fulltime%26quot; trading in 2007. Working an average 15 hours a week, he made more than $170,000 net profit from 51 good trades.
That%26#39;s a good year by any measure but he has already made triple that in the first three months of this year, so his $10 million daydream may not be a total fantasy.
So is it luck, skill or good karma? Mr Hille, who gives a not insignificant amount of his disposable income to charity, chalks it up to sheer determination. He says anyone with an inclination can make more money than they can lose as a trader.
To hear him talk, he makes it sound easy: %26quot;Trading is the most fun you can have at the computer, using your skills and knowledge to turn $100,000 into $275,000.%26quot;
The prospect of losing at the same rate doesn%26#39;t seem to faze him.
%26quot;Sure, you%26#39;re trying to predict the future but as you gain knowledge and experience you learn to stack things in your favour, so instead of being a 50/50 coin toss, it can be a 60/40 or a 70/30 and once you get into a 70/30 if you do the same trade 100 times in a row you know you%26#39;re going to make money seven times out of 10.
%26quot;You may lose money three times out of 10 but you can handle that because you cut your losses. If you can put yourself in a situation where you%26#39;ve an even 55/45 chance, it%26#39;s plenty to be able to trade on.%26quot;
Despite his cool-headed calculations, there aren%26#39;t many Kiwis willing to place their bets making a living in the same manner. %26quot;The consensus is under 100 nationwide,%26quot; he estimates, ironically taking the number as an encouraging sign. %26quot;Compare that with the large number who make an income from property and that gives you an idea of the upside potential of the increase in numbers if and when more people embrace trading as an income source.%26quot;
THOUGH he has degrees in accounting and commerce, he professes to be mostly self-taught when it comes to trading and says you don%26#39;t need an education to do well.
%26quot;I wouldn%26#39;t suggest that anybody immediately quit their day job and try to make a living, but if you%26#39;ve got an interest and passion, then I think it%26#39;s something just about anybody could start doing.%26quot;
Reading up on the subject, is the starting point, he says.
To that end, he has written extensively about the tricks of his trading experience in chapter 8 of his pet project: a %26quot;lifestyles%26quot; book (www.author.co.nz) aimed at helping people fulfil their dreams.
In the book (he also writes fiction and children%26#39;s stories), he propounds his home-spun philosophy and strategies to create the ideal life, modelled on his own.
%26quot;Sometime in my 30s I woke up to the fact that life is about lifestyle, and life isn%26#39;t about working your butt off for somebody else, collapsing into your chair at the end of the day and watching television for a couple of hours, going to bed, and doing it all over again.%26quot;
By maximising his earning potential in contracted business hours, he has carved out an enviable amount of leisure time.
He also handles the accounts for two charitable organisations, one a Christian international aid agency, the other a local charity that helps children. He doesn%26#39;t hide his religious beliefs (biblical quotations festoon his office) or his ambition to make more money so he may do more good %26ndash; though without sacrificing the lifestyle.
He subscribes to the tithing principle of giving away 10 per cent of his disposable income and hopes one day to be in a position to flip the equation, giving away 90 per cent and keeping a tenth.
As for giving up work, as far as he%26#39;s concerned, he has done that.
%26quot;In a sense, I%26#39;m retired now because one definition of retirement is doing what you want to do. And so I%26#39;m doing that now. If you gave me $100 million to trade I%26#39;d trade it. I wouldn%26#39;t trade all of it but I%26#39;d trade just because I love it.%26quot;
While waiting for the $100 million to materialise, he is staying focused on the $10 million marker. %26quot;It%26#39;s an extremely out-there, difficult goal, but it%26#39;s not such a daydream that it%26#39;s totally impossible. If I visualise it and believe in it . . . who knows!%26quot;

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Film picks

Saturday, March 22nd, 2008

At the Battle Creek sanitorium, circa 1907, Dr Kellogg (Anthony Hopkins) presides over a regime that entails lots of yoghurt and enemas. Among the health-conscious clients are Matthew Broderick’s constipated Lightbody, his sexually unfulfilled wife (Bridget Fonda) and John Cusack’s Ossining, a man with a crazy idea about producing some kind of cornflake breakfast cereal. Amusing, but it lacks that satisfying crunch.Sunflower
12.40am, Film4
(Zhang Yang, 2005) Zhang’s drama focuses on an awkward father-son relationship, but is as much about 30 years of socio-political change in China. It’s a poignant tale, with Haiying Sun as the curmudgeonly painter who emerges from a cultural-revolution labour camp to insist on realising his ambitions vicariously through his son. It’s photographed by Jong Lin, a former collaborator of Ang Lee.

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Much ado about NIDA’s direction

Saturday, March 22nd, 2008

The secret plottings at Elsinore. The clash of ambitions in the
court of King Lear. The deadly rivalry of the Montagues and
Capulets. All familiar theatrical scenarios to the students and
staff of Australia’s leading acting school.
But the National Institute of Dramatic Art has seen them all in
a more intimate way in the past four years. Not so much on stage as
in-house.
The school, based at the University of NSW campus in Kensington,
has been swept up in an intense but secret battle over the
leadership of the institution, which is funded by the federal
government and counts among its alumni such actors and directors as
Cate Blanchett, Baz Luhrmann, Judy Davis, Mel Gibson and Hugo
Weaving.
The private machinations were partly revealed late last month
when Neil Armfield, the artistic director of Company B in Sydney,
wrote to NIDA’s chairman, Malcolm Long. His co-signatories were 20
other artistic directors, actors and film directors from all over
the country. These future employers of NIDA students protested
about the way in which the school’s board had failed to renew the
term of its immediate past director, Aubrey Mellor, calling his
imminent departure an “apparent dismissal”.
They suggested that Mellor continue in his past role as artistic
director, with a “strong and supportive” chief executive - the key
word being “supportive”. This referred to the past few years at
NIDA when Elizabeth Butcher, general manager for the past 39 years,
was often at odds with Mellor.
The former chairwoman of NIDA, the Sydney businesswoman Jillian
Broadbent, used to refer to the pair as lacking “synergy”.
Replying to Armfield early this month, Long maintained that
Mellor was not dismissed but had simply reached the end of his
contract. No mention, then, that Mellor had been on a year-to-year
contract, had no recent performance review and was told only one
month before his final contract ended in December last year that it
was curtains for him.
Long, the former executive director of the Australian Film
Television and Radio School, also sent Armfield a two-page letter
distributed to NIDA staff and students late last year, outlining
the board’s decision to overhaul its structure by appointing a
single director-chief executive, in place of the past pairing of a
director largely with artistic responsibilities and a general
manager. (Nevertheless, the position of general manager was to
remain, with he or she reporting to the new boss.)
The new director-chief executive will need to be superhuman,
combining “artistic and educational vision” with a track record in
“strategic leadership and management”.
Long’s letter did not address the proposed leadership structure
suggested in the protest letter.
Last week, Mellor, 60, applied for the new position but it seems
he has little chance of success if NIDA’s 11-member board of
directors stands by the present job requirements.
Said Armfield: “There are major administrative problems in
running a place like that, and that’s not Aubrey’s skill. He is not
that politically savvy. He needs someone beside him.
“But he has the loyalty of just about every actor in Australia.
He loves and understands the art of acting.”
Judy Davis, the actor, former NIDA board member and signatory to
Armfield’s letter, agrees. In her student years at the school,
Mellor had been “a wonderful teacher %26#133; Aubrey was the reason
that made my time worthwhile there”, she said. “I’m not sure I
would have got through it without Aubrey.”
But Mellor’s role is just one strand in the complex recent
history of NIDA.
Just as important is the involvement of Elizabeth Butcher, 69,
NIDA’s general manager for almost four decades, and John Clark, 75,
the director for 35 years.
Immersed in NIDA’s past, the pair seem reluctant to let go.
Although he retired as director in 2004, Clark joined the board
of NIDA two years later.
Attempts by the board to negotiate Butcher’s exit over time
ended in tears for all concerned. Literally.
Both Broadbent, the then chairwoman, and Butcher were deeply
distressed over the aborted plans for Butcher’s departure. Last
year, Broadbent quit as chairwoman, leaving Butcher in situ.
Butcher joined NIDA as bursar in 1969, a decade after it was
founded. In the same year, Clark became NIDA’s director.
Over time, Butcher became the mother hen of the organisation,
involving herself in both the detail and the big picture - from
students’ scholarships to helping staff with parking fines, but
also overseeing funding and the big move to new premises in the
1980s.
During that decade, some board members attempted to initiate
regular audits of NIDA’s activities and to institute other reforms,
but they were in a minority. No one wanted to upset the boss -
Butcher.
The board continued in its own stately way. Malcolm Chaikin was
chairman for 13 years until he found his own replacement in Dame
Leonie Kramer.
With the exception of the university representative on the
board, at present Professor Tony Dooley, NIDA directors are
appointed by a body known as the NIDA “company”.
This is a rather incestuous system, as the company, made up of
about 100 members, is largely “a bunch of people who have been on
the board”, Chaikin said.
The NIDA company played an important role in the recent NIDA
troubles.
In 2001, David Gonski, a powerful city networker and founder of
the investment bank Investec, became chairman of NIDA. It is
understood that by 2003 he had worked out with Clark the timing of
Clark’s retirement.
That year, when Clark turned 70, he signalled his departure from
NIDA, telling the media “it’s time, it’s just time”.
A selection committee deciding on his successor unanimously
chose Mellor, a former NIDA student and teacher and then director
of Melbourne’s Playbox Theatre.
Butcher made her feelings known, arguing strongly against
Mellor. Both she and Clark had hoped the new director would be the
theatre director Gale Edwards.
Early in 2005, when Mellor took up the job, he was led to
believe that Butcher would retire in six months. Gonski might have
overseen her retirement. However, he resigned in August 2005, when
he became chancellor of the University of NSW.
The new chairwoman was his colleague, Jillian Broadbent, who sat
on several company boards and is a director of the Reserve
Bank.
The following year was a tough one. In September 2006, Clark,
with help from the members of the NIDA company, was elected to the
board. This was unsettling for Broadbent. She asked that Clark’s
first loyalty be to the board and that he distance himself from key
appointments.
At a board meeting held soon after, all NIDA directors - except
Clark, who did not attend - discussed a phased retirement plan for
Butcher.
After the meeting, Broadbent told Butcher that the board had
made a unanimous decision: it wanted to work out a timetable for
Butcher’s retirement. Butcher took alarm. Was she being sacked?
Loyal staff rallied to her support; petitions were signed in her
favour. A vote of no confidence in the board was mooted.
It was as if Butcher felt she had to save NIDA.
Some NIDA staff members blamed Mellor, thinking he must have
been the trigger for the board’s decision.
At a meeting called to calm the staff, Broadbent explained her
position while the deputy chairman, Bruce Cutler, a former managing
partner of the law firm Freehills, said half-jokingly that in terms
of handling Butcher’s retirement plans, “we f—ed up”.
Butcher is understood to have approached members of the NIDA
company for help, among them the former senator Chris Puplick, a
friend of Clark and former NIDA director.
Puplick discussed Butcher with Broadbent and while no one will
comment on that conversation, it is understood that Puplick
suggested Butcher’s supporters might go to the media.
In April last year, before NIDA’s annual general meeting,
Puplick wrote to NIDA members nominating himself as a director of
the board.
He was elected at the annual meeting on May 15. On the same day,
Broadbent retired from the board, to be replaced by Long.
Last week, Butcher told the Herald, “I will be retiring
some time later this year”, although she would be staying on for
about six months “to see the new person in” and will oversee the
organisation’s 50th anniversary celebrations next year.
Mellor is still at NIDA, under contract until June as “special
projects manager”.
Puplick said this week he had no comment. “I don’t want to add
to the rumour and gossip-mongering.”
Meaning he can’t discuss it?
“I won’t discuss it.”
NIDA, meanwhile, is inviting the public to its next open day, in
May, with its website announcing that “once in every two years,
NIDA opens its doors and invites you to explore. Satisfy your
intrigue and find out what goes on in the studios and theatres of
Australia’s most prestigious performing arts school.”
No indication, though, that the offices and boardroom will be
open for exploration.

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Reality bites Government’s research fund

Thursday, March 20th, 2008

It touts New Zealand Fast Forward, a government-industry initiative launched on Tuesday, as the nation%26#39;s biggest ever boost to innovation. If business fulfils its promise to match taxpayers%26#39; money, the programme could deliver up to $130m a year of new research, development and commercialisation funding to the primary and food sectors. The government says the fund will run for 10-15 years until it is fully spent.
This, the government argues, will help transform the economy into a high-value, high-technology driver of national wealth. And the opportunity to do so has never been more promising, it says. Worldwide, food volume and prices are rising and consumers are becoming ever more sophisticated about the safety, quality and health benefits of the foods they eat.
Moreover, the primary sector is the only one in which we have large-scale science, production and international trade. Those made us wealthy in the first half of the last century; and now they can make us wealthy again.
To focus the fund on these opportunities, government and industry have already set four strategic priorities and five investment principles. They call, for example, for projects to be medium to long-term, step-changes in technology not incremental improvements, and genuinely new initiatives rather than a shuffling of existing projects and funding.
A steering group of senior government and primary sector executives are already at work to devise a detailed structure and programme by May so the fund can be established in July.
All that%26#39;s fine. But the fund will deliver on the high hopes government and business have for it only if they deal with a number of challenging realities.
Most important is the fact that food is a commodity sold at wafer-thin profit margins. Yes, brilliant branding and exceptional quality can help niche products earn a premium. But even if we became very good at those, the premiums alone would never be large enough to make us rich.
Nor will we get rich from volume growth. Primary sector output in New Zealand rose only 5% a year over the past decade and is very unlikely to grow any faster in future.
So to be truly transformative, the fund needs to help primary sector producers take two enormous leaps. The first is from being exporters selling New Zealand food around the world to being global businesses invested in development, production and distribution in many countries.
Only then will they be able to compete against low-cost producers overseas, have the scale to capitalise on rising global demand, and have the breadth of international operations needed to commercialise rapidly and profitably research breakthroughs here.
The second leap needed is in science. The vast bulk of our primary sector research has always been focused on ways to achieve more efficient production. That role must continue to ensure commodity farming here remains competitive as long as possible and becomes environmentally sustainable.
But we need to roll those developments out very rapidly into global agriculture to ensure we benefit financially from them and can thus afford to keep investing in the science. If we don%26#39;t take the technology out to the world through our own businesses, overseas players will adopt it anyway and we will lose much of the economic benefit.
Commercialising their production science internationally will be a huge challenge to Crown Research Institutes and private sector researchers. But they also need to take an even bigger step into the high science of bio-actives, nutraceuticals, bio-pharmaceuticals and other ways of delivering medicinal benefits through food.
This science is still in its infancy but one day it will generate an enormous volume of intellectual property, very high value commercial products and strong competitive advantage.
It is the logical field for New Zealand to focus on because it will build on our traditional strengths in animal and plant science and in farming systems. It also makes great economic sense for the time, fast-approaching, when we lose our competitiveness in commodities to developing countries.
The trouble is these twin international leaps of business model and science are well beyond the current capability or ambition of the primary sector.

Moreover, the sector%26#39;s reliance on commodities means it has insufficient incentive or profits to invest in science. Fonterra, for example, spends a mere $100m on research and development a year, barely 0.7% of its revenues. And almost all of it goes on short-term, incremental product and processing improvements.
While the Fast Forward fund will increase the flow of money, it will still be a drop in the bucket. Even at $130m a year, it will be a tiny investment of barely 0.6% of the $20 billion a year in primary sector and food exports.
In theory, though, there was one way the government could have improved the odds of the fund being a real game-changer. It could have tied it more tightly into its existing economic transformation policies, such as the biotechnology part of the growth and innovation framework and the work of NZ Trade %26amp; Enterprise.
The government should also have subjected the fund to more rigorous financial disciplines such as those applied to the government-business matched money in the Venture Investment Funds.
But in fact it has done the opposite. The primary sector and government, through their Food and Beverage Task Force, laboured mightily to produce a strategy report in August, 2006. It was seriously flawed because it was too narrowly focused on improving existing business models and on government rather than business-led initiatives. But it could have been the basis for more insightful and ambitious strategy development.
Instead, the government shelved the report, and has now unveiled Fast Forward, the latest in its many, shifting, inadequately executed attempts at economic transformation. It is a big slug of money with no under-pinning strategic plan.
Given the primary sector%26#39;s lack of strategic vision, there is every danger that users of the Fast Forward fund will keep dragging it back to incremental projects that play to the sector%26#39;s historic focus on commodities.
And there are plenty of other risks too, such as a dominance of the government funding by dairying in general and Fonterra specifically, of tensions between competing companies and of political uncertainty.
John Key was very quick to say National would ditch the fund if it formed the next government. He promised instead a better funding deal for the primary sector and more comprehensive response to research funding across the whole economy, two bold promises he might regret when he tries to balance tax cuts, shrinking tax revenues and other spending promises.
And even if National did come up with the money, it has yet to demonstrate it has an economic transformation plan of its own that could put the money to good use.

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Much ado about NIDA’s direction

Wednesday, March 19th, 2008

The secret plottings at Elsinore. The clash of ambitions in the
court of King Lear. The deadly rivalry of the Montagues and
Capulets. All familiar theatrical scenarios to the students and
staff of Australia’s leading acting school.
But the National Institute of Dramatic Art has seen them all in
a more intimate way in the past four years. Not so much on stage as
in-house.
The school, based at the University of NSW campus in Kensington,
has been swept up in an intense but secret battle over the
leadership of the institution, which is funded by the federal
government and counts among its alumni such actors and directors as
Cate Blanchett, Baz Luhrmann, Judy Davis, Mel Gibson and Hugo
Weaving.
The private machinations were partly revealed late last month
when Neil Armfield, the artistic director of Company B in Sydney,
wrote to NIDA’s chairman, Malcolm Long. His co-signatories were 20
other artistic directors, actors and film directors from all over
the country. These future employers of NIDA students protested
about the way in which the school’s board had failed to renew the
term of its immediate past director, Aubrey Mellor, calling his
imminent departure an “apparent dismissal”.
They suggested that Mellor continue in his past role as artistic
director, with a “strong and supportive” chief executive - the key
word being “supportive”. This referred to the past few years at
NIDA when Elizabeth Butcher, general manager for the past 39 years,
was often at odds with Mellor.
The former chairwoman of NIDA, the Sydney businesswoman Jillian
Broadbent, used to refer to the pair as lacking “synergy”.
Replying to Armfield early this month, Long maintained that
Mellor was not dismissed but had simply reached the end of his
contract. No mention, then, that Mellor had been on a year-to-year
contract, had no recent performance review and was told only one
month before his final contract ended in December last year that it
was curtains for him.
Long, the former executive director of the Australian Film
Television and Radio School, also sent Armfield a two-page letter
distributed to NIDA staff and students late last year, outlining
the board’s decision to overhaul its structure by appointing a
single director-chief executive, in place of the past pairing of a
director largely with artistic responsibilities and a general
manager. (Nevertheless, the position of general manager was to
remain, with he or she reporting to the new boss.)
The new director-chief executive will need to be superhuman,
combining “artistic and educational vision” with a track record in
“strategic leadership and management”.
Long’s letter did not address the proposed leadership structure
suggested in the protest letter.
Last week, Mellor, 60, applied for the new position but it seems
he has little chance of success if NIDA’s 11-member board of
directors stands by the present job requirements.
Said Armfield: “There are major administrative problems in
running a place like that, and that’s not Aubrey’s skill. He is not
that politically savvy. He needs someone beside him.
“But he has the loyalty of just about every actor in Australia.
He loves and understands the art of acting.”
Judy Davis, the actor, former NIDA board member and signatory to
Armfield’s letter, agrees. In her student years at the school,
Mellor had been “a wonderful teacher %26#133; Aubrey was the reason
that made my time worthwhile there”, she said. “I’m not sure I
would have got through it without Aubrey.”
But Mellor’s role is just one strand in the complex recent
history of NIDA.
Just as important is the involvement of Elizabeth Butcher, 69,
NIDA’s general manager for almost four decades, and John Clark, 75,
the director for 35 years.
Immersed in NIDA’s past, the pair seem reluctant to let go.
Although he retired as director in 2004, Clark joined the board
of NIDA two years later.
Attempts by the board to negotiate Butcher’s exit over time
ended in tears for all concerned. Literally.
Both Broadbent, the then chairwoman, and Butcher were deeply
distressed over the aborted plans for Butcher’s departure. Last
year, Broadbent quit as chairwoman, leaving Butcher in situ.
Butcher joined NIDA as bursar in 1969, a decade after it was
founded. In the same year, Clark became NIDA’s director.
Over time, Butcher became the mother hen of the organisation,
involving herself in both the detail and the big picture - from
students’ scholarships to helping staff with parking fines, but
also overseeing funding and the big move to new premises in the
1980s.
During that decade, some board members attempted to initiate
regular audits of NIDA’s activities and to institute other reforms,
but they were in a minority. No one wanted to upset the boss -
Butcher.
The board continued in its own stately way. Malcolm Chaikin was
chairman for 13 years until he found his own replacement in Dame
Leonie Kramer.
With the exception of the university representative on the
board, at present Professor Tony Dooley, NIDA directors are
appointed by a body known as the NIDA “company”.
This is a rather incestuous system, as the company, made up of
about 100 members, is largely “a bunch of people who have been on
the board”, Chaikin said.
The NIDA company played an important role in the recent NIDA
troubles.
In 2001, David Gonski, a powerful city networker and founder of
the investment bank Investec, became chairman of NIDA. It is
understood that by 2003 he had worked out with Clark the timing of
Clark’s retirement.
That year, when Clark turned 70, he signalled his departure from
NIDA, telling the media “it’s time, it’s just time”.
A selection committee deciding on his successor unanimously
chose Mellor, a former NIDA student and teacher and then director
of Melbourne’s Playbox Theatre.
Butcher made her feelings known, arguing strongly against
Mellor. Both she and Clark had hoped the new director would be the
theatre director Gale Edwards.
Early in 2005, when Mellor took up the job, he was led to
believe that Butcher would retire in six months. Gonski might have
overseen her retirement. However, he resigned in August 2005, when
he became chancellor of the University of NSW.
The new chairwoman was his colleague, Jillian Broadbent, who sat
on several company boards and is a director of the Reserve
Bank.
The following year was a tough one. In September 2006, Clark,
with help from the members of the NIDA company, was elected to the
board. This was unsettling for Broadbent. She asked that Clark’s
first loyalty be to the board and that he distance himself from key
appointments.
At a board meeting held soon after, all NIDA directors - except
Clark, who did not attend - discussed a phased retirement plan for
Butcher.
After the meeting, Broadbent told Butcher that the board had
made a unanimous decision: it wanted to work out a timetable for
Butcher’s retirement. Butcher took alarm. Was she being sacked?
Loyal staff rallied to her support; petitions were signed in her
favour. A vote of no confidence in the board was mooted.
It was as if Butcher felt she had to save NIDA.
Some NIDA staff members blamed Mellor, thinking he must have
been the trigger for the board’s decision.
At a meeting called to calm the staff, Broadbent explained her
position while the deputy chairman, Bruce Cutler, a former managing
partner of the law firm Freehills, said half-jokingly that in terms
of handling Butcher’s retirement plans, “we f—ed up”.
Butcher is understood to have approached members of the NIDA
company for help, among them the former senator Chris Puplick, a
friend of Clark and former NIDA director.
Puplick discussed Butcher with Broadbent and while no one will
comment on that conversation, it is understood that Puplick
suggested Butcher’s supporters might go to the media.
In April last year, before NIDA’s annual general meeting,
Puplick wrote to NIDA members nominating himself as a director of
the board.
He was elected at the annual meeting on May 15. On the same day,
Broadbent retired from the board, to be replaced by Long.
Last week, Butcher told the Herald, “I will be retiring
some time later this year”, although she would be staying on for
about six months “to see the new person in” and will oversee the
organisation’s 50th anniversary celebrations next year.
Mellor is still at NIDA, under contract until June as “special
projects manager”.
Puplick said this week he had no comment. “I don’t want to add
to the rumour and gossip-mongering.”
Meaning he can’t discuss it?
“I won’t discuss it.”
NIDA, meanwhile, is inviting the public to its next open day, in
May, with its website announcing that “once in every two years,
NIDA opens its doors and invites you to explore. Satisfy your
intrigue and find out what goes on in the studios and theatres of
Australia’s most prestigious performing arts school.”
No indication, though, that the offices and boardroom will be
open for exploration.

Tags: , , , , , , , , , , , , ,

Related posts

Much ado about NIDA’s direction

Tuesday, March 18th, 2008

The secret plottings at Elsinore. The clash of ambitions in the
court of King Lear. The deadly rivalry of the Montagues and
Capulets. All familiar theatrical scenarios to the students and
staff of Australia’s leading acting school.
But the National Institute of Dramatic Art has seen them all in
a more intimate way in the past four years. Not so much on stage as
in-house.
The school, based at the University of NSW campus in Kensington,
has been swept up in an intense but secret battle over the
leadership of the institution, which is funded by the federal
government and counts among its alumni such actors and directors as
Cate Blanchett, Baz Luhrmann, Judy Davis, Mel Gibson and Hugo
Weaving.
The private machinations were partly revealed late last month
when Neil Armfield, the artistic director of Company B in Sydney,
wrote to NIDA’s chairman, Malcolm Long. His co-signatories were 20
other artistic directors, actors and film directors from all over
the country. These future employers of NIDA students protested
about the way in which the school’s board had failed to renew the
term of its immediate past director, Aubrey Mellor, calling his
imminent departure an “apparent dismissal”.
They suggested that Mellor continue in his past role as artistic
director, with a “strong and supportive” chief executive - the key
word being “supportive”. This referred to the past few years at
NIDA when Elizabeth Butcher, general manager for the past 39 years,
was often at odds with Mellor.
The former chairwoman of NIDA, the Sydney businesswoman Jillian
Broadbent, used to refer to the pair as lacking “synergy”.
Replying to Armfield early this month, Long maintained that
Mellor was not dismissed but had simply reached the end of his
contract. No mention, then, that Mellor had been on a year-to-year
contract, had no recent performance review and was told only one
month before his final contract ended in December last year that it
was curtains for him.
Long, the former executive director of the Australian Film
Television and Radio School, also sent Armfield a two-page letter
distributed to NIDA staff and students late last year, outlining
the board’s decision to overhaul its structure by appointing a
single director-chief executive, in place of the past pairing of a
director largely with artistic responsibilities and a general
manager. (Nevertheless, the position of general manager was to
remain, with he or she reporting to the new boss.)
The new director-chief executive will need to be superhuman,
combining “artistic and educational vision” with a track record in
“strategic leadership and management”.
Long’s letter did not address the proposed leadership structure
suggested in the protest letter.
Last week, Mellor, 60, applied for the new position but it seems
he has little chance of success if NIDA’s 11-member board of
directors stands by the present job requirements.
Said Armfield: “There are major administrative problems in
running a place like that, and that’s not Aubrey’s skill. He is not
that politically savvy. He needs someone beside him.
“But he has the loyalty of just about every actor in Australia.
He loves and understands the art of acting.”
Judy Davis, the actor, former NIDA board member and signatory to
Armfield’s letter, agrees. In her student years at the school,
Mellor had been “a wonderful teacher %26#133; Aubrey was the reason
that made my time worthwhile there”, she said. “I’m not sure I
would have got through it without Aubrey.”
But Mellor’s role is just one strand in the complex recent
history of NIDA.
Just as important is the involvement of Elizabeth Butcher, 69,
NIDA’s general manager for almost four decades, and John Clark, 75,
the director for 35 years.
Immersed in NIDA’s past, the pair seem reluctant to let go.
Although he retired as director in 2004, Clark joined the board
of NIDA two years later.
Attempts by the board to negotiate Butcher’s exit over time
ended in tears for all concerned. Literally.
Both Broadbent, the then chairwoman, and Butcher were deeply
distressed over the aborted plans for Butcher’s departure. Last
year, Broadbent quit as chairwoman, leaving Butcher in situ.
Butcher joined NIDA as bursar in 1969, a decade after it was
founded. In the same year, Clark became NIDA’s director.
Over time, Butcher became the mother hen of the organisation,
involving herself in both the detail and the big picture - from
students’ scholarships to helping staff with parking fines, but
also overseeing funding and the big move to new premises in the
1980s.
During that decade, some board members attempted to initiate
regular audits of NIDA’s activities and to institute other reforms,
but they were in a minority. No one wanted to upset the boss -
Butcher.
The board continued in its own stately way. Malcolm Chaikin was
chairman for 13 years until he found his own replacement in Dame
Leonie Kramer.
With the exception of the university representative on the
board, at present Professor Tony Dooley, NIDA directors are
appointed by a body known as the NIDA “company”.
This is a rather incestuous system, as the company, made up of
about 100 members, is largely “a bunch of people who have been on
the board”, Chaikin said.
The NIDA company played an important role in the recent NIDA
troubles.
In 2001, David Gonski, a powerful city networker and founder of
the investment bank Investec, became chairman of NIDA. It is
understood that by 2003 he had worked out with Clark the timing of
Clark’s retirement.
That year, when Clark turned 70, he signalled his departure from
NIDA, telling the media “it’s time, it’s just time”.
A selection committee deciding on his successor unanimously
chose Mellor, a former NIDA student and teacher and then director
of Melbourne’s Playbox Theatre.
Butcher made her feelings known, arguing strongly against
Mellor. Both she and Clark had hoped the new director would be the
theatre director Gale Edwards.
Early in 2005, when Mellor took up the job, he was led to
believe that Butcher would retire in six months. Gonski might have
overseen her retirement. However, he resigned in August 2005, when
he became chancellor of the University of NSW.
The new chairwoman was his colleague, Jillian Broadbent, who sat
on several company boards and is a director of the Reserve
Bank.
The following year was a tough one. In September 2006, Clark,
with help from the members of the NIDA company, was elected to the
board. This was unsettling for Broadbent. She asked that Clark’s
first loyalty be to the board and that he distance himself from key
appointments.
At a board meeting held soon after, all NIDA directors - except
Clark, who did not attend - discussed a phased retirement plan for
Butcher.
After the meeting, Broadbent told Butcher that the board had
made a unanimous decision: it wanted to work out a timetable for
Butcher’s retirement. Butcher took alarm. Was she being sacked?
Loyal staff rallied to her support; petitions were signed in her
favour. A vote of no confidence in the board was mooted.
It was as if Butcher felt she had to save NIDA.
Some NIDA staff members blamed Mellor, thinking he must have
been the trigger for the board’s decision.
At a meeting called to calm the staff, Broadbent explained her
position while the deputy chairman, Bruce Cutler, a former managing
partner of the law firm Freehills, said half-jokingly that in terms
of handling Butcher’s retirement plans, “we f—ed up”.
Butcher is understood to have approached members of the NIDA
company for help, among them the former senator Chris Puplick, a
friend of Clark and former NIDA director.
Puplick discussed Butcher with Broadbent and while no one will
comment on that conversation, it is understood that Puplick
suggested Butcher’s supporters might go to the media.
In April last year, before NIDA’s annual general meeting,
Puplick wrote to NIDA members nominating himself as a director of
the board.
He was elected at the annual meeting on May 15. On the same day,
Broadbent retired from the board, to be replaced by Long.
Last week, Butcher told the Herald, “I will be retiring
some time later this year”, although she would be staying on for
about six months “to see the new person in” and will oversee the
organisation’s 50th anniversary celebrations next year.
Mellor is still at NIDA, under contract until June as “special
projects manager”.
Puplick said this week he had no comment. “I don’t want to add
to the rumour and gossip-mongering.”
Meaning he can’t discuss it?
“I won’t discuss it.”
NIDA, meanwhile, is inviting the public to its next open day, in
May, with its website announcing that “once in every two years,
NIDA opens its doors and invites you to explore. Satisfy your
intrigue and find out what goes on in the studios and theatres of
Australia’s most prestigious performing arts school.”
No indication, though, that the offices and boardroom will be
open for exploration.

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