Wednesday, May 28, 2014

Budget 2014-15 through a gender lens

We received an email this week from the Women and Work Research Group at The University of Sydney. The content doesn’t come as a huge surprise, given the media coverage recently on the likes of Women’s Agenda and the Sydney Morning Herald. However, the 39-page report they were distributing – a look at Budget 2014 through a gender lens – was compelling enough grab our attention and pass it on to you – the women it affects.

The National Foundation for Australian Women (NFAW) conducted the analysis that highlights the implications to women and their families. When you look at the facts it’s nothing short of astonishing just how unbalanced this budget is.

Here are some highlights you may find interesting/concerning…

Budget 2014: How the NFAW - an organisation leading the way in gender equality - see it

According to Ms Marie Coleman chair, NFAW Social Policy Committee, “This is a Budget that will hurt practically every woman – whether a single parent, unemployed, in the workforce, studying or a homemaker. Very few will remain unscathed.

And it’s not just women who will pay the price for this poorly conceived Budget. These issues all feed into declining workforce productivity and the looming crisis around women’s retirement savings. Women in the 21st century are a major contributor to the broader economy and these facts simply cannot be overlooked.

“Despite the rhetoric emanating from the corridors of power in Canberra, the country is not broke. Many of the country’s leading economists agree that the Australian economy is sound, pointing to the fact that the country has an AAA credit rating. Yet despite that, the OECD reported that relative poverty (14 per cent of the population) in Australia is higher than the OECD average.

The NFAW does not see an economic crisis. What we do see is a gross imbalance. Women, particularly poor women, are doing the heavy lifting and that is neither fair nor equitable,”
Ms Coleman concluded.

The NFAW also noted in a media release: It has been the practice for over thirty years for Federal Governments to produce a Women’s Budget Statement as one element of the official Budget Papers. In 2014 this practice ceased without explanation from the Government.

Biggest Losers of Budget 2014 - Why Women?

The biggest losers from the 2014 Federal Budget are women from virtually all walks of life, a detailed and disturbing analysis of the implications of the 2014-2015 Budget has found. NFAW found that:
  • An unemployed single mother with one eight-year-old child loses $54 per week or 12 per cent their disposable income.
  • Single mothers earning around two-thirds of the average wage lose between 5.6 per cent and 7 per cent of their disposable income.
  • A single-income couple with two school-age children and average earnings loses $82 a week or 6 per cent of their disposable income.
  • For employed women using Family Day Care an immediate price rise in the order of $30+ per week per child is likely.
  • The increase in child care fees for parents on JET (Jobs, Education & Training) Child Care Fee Assistance and reduction in hours of JET subsidised care available will discourage participation in work and training.
  • Changes to university funding and housing security are likely to impact on women disproportionately.

Paid Parental Leave Scheme

The Government has committed to the introduction of a new paid parental leave scheme but no funds are appropriated in the Budget for the proposed new scheme. Reporting suggests that provision has been made in the Contingency Reserve, although this cannot be verified, nor can the source of the additional funding.

Funding has been appropriated to continue the current scheme, pending introduction of the proposed scheme. The current scheme, introduced by Labor, will therefore operate to June 30 2015.

The Government argues their new scheme will encourage female workforce attachment. But paid parental leave is just one policy needed to facilitate mother’s workforce engagement.

OECD data25 show that while Australian women’s employment rate at 74 per cent is just above the OECD average of 73 per cent for women with children 6-14 years of age, Australia’s rate of 49 per cent for women with children less than 5 years of age is lower than the OECD average of 66 per cent. Adequate and affordable childcare for pre-school age children is essential and on this matter the budget does not provide for adequate funding or for integrated policies.

The details of the proposed new paid parental leave scheme will not be known until legislation is introduced. Government announcements to date confirm that the scheme will pay new mothers up to $50,000 for 26 weeks.

The cost of the proposed scheme will be partially met by a 1.5% levy on big business. But this will be offset by the 1.5% reduction in company tax announced in the Budget. There is therefore no real contribution from business.

Why a Gender Lens?

There is an average gap of 17 per cent between the incomes of men and women. This gap is not decreasing. Women take time out of the work force for child bearing, child rearing, and for care responsibilities for extended family members to a much greater extent than do men. As a consequence women have lower rates of savings for retirement, and most women will eventually become wholly or partially dependent on the Age Pension. Women are also underrepresented in the well-paying occupations and over represented in the feminised industries that are lower paid. Their career progression and therefore representation in the senior executive levels is often interrupted by the periods of unpaid care work and consequently women continue to be underrepresented on boards and other senior positions in the workforce. Many older women have not had an extensive history of work-force attachment, and are unlikely to be good prospects for working until age 70. Housing security is markedly worse for mature women than for men.

Click 'A Gender Lens' for the full report.   

Is a lack of purpose at work holding mums back from returning?

For all the efforts being made to boost women's workforce participation, there's one aspect that's not always discussed: the fact some women simply do not want to return to work.

This cohort will account for some, but certainly not all, of the more than 600,000 stay-at-home mothers currently out of the workforce, as well as a good portion of the 40,000 stay-at-home fathers (a figure that's almost doubled in the last decade, according to the ABS).

Much of it is due to structural matters: a lack of flexible work, systemic discrimination, work that's project based rather than time-based, affordable and accessible childcare, and difficulties managing the daily juggle of getting kids to a place of care and yourself to a place of work. Then there are the cultural and societal assumptions regarding who can and should spend time away from the kids.

But another aspect may come down to whether work is merely a means for earning an income, or a place for pursuing a satisfying career. Getting to an office to sit through the day may not seem worth it once you factor in the other pieces required to make it there: finding care arrangements; relying on those care events; then arriving home to take on the 'second shift' of domestic work. It can all be exhausting work.

Discussing this issue with an entrepreneur this week, she shared an interesting theory on why some women don't want to return to work, unless financially they absolutely have to. She believes that if women don't find a 'purpose' in their work before they have children, then they're unlikely to believe such a purpose is possible after they have children. The complex algorithm that comes with managing children and work becomes too difficult to make pursuing a career for more than an income alone a worthwhile pursuit. And, anyway, the children provide the purpose. Especially before they hit school age and are completely dependent on their parents. Then, once they hit school age, a whole other type of purpose emerges: supporting them through their education, coaching the soccer team, helping out with the school canteen.

But with all that purpose invested in young children, what happens as the children get older? What happens as their complete and utter dependence on you slowly adjusts?

The results of a new study on post-natal depression may provide some insight (although the link is not directly explored). The research from the Murdoch Children's Research Institute of 1500 mothers finds that post-natal depression is actually more common four years after the birth of a child (with 15% of mothers reporting relevant depression symptoms at this time) than before the child turns one (10%). As report author Dr Hannah Woolhouse told the Sydney Morning Herald, the findings challenge the view that mothers are most vulnerable during their child's first 12 months.

Mothers under 25, victims of domestic violence, and low income-earners were among the group most likely to be at risk. It'd be interesting to learn about such rates of depression in older mothers, and whether or not it can be linked to career and work sacrifices that may have occurred in order to support those children through their first four years of life.

Finding work with purpose is not only an issue that affects women with children, or even women alone. It's something we're all struggling to do. The question is whether or not you believe that finding work with purpose is actually possible and if you see a time limit or particular age as a deadline for when such a mission must be achieved. Men, especially those tied to societal assumptions that they will be primary breadwinners, no doubt struggle with this, and may find themselves in jobs they dislike to hold onto the pay cheque their family needs. It could be a good reason why research in the United States has found that men are more stressed and less happy at work than they are at home, compared to women who're more stressed and less happy at home. Some of these men might be the ones who offer comments like, "you're so lucky you get to stay at home with your baby all day" to new mothers – often surprised by the bewildered reaction such a statement provokes.

Many new mothers make significant career sacrifices. Some will work to rebuild their careers, or do everything possible to keep their careers on track while having children. Others will take on the challenge of re-entering the workforce a number of years after having children. Some will return to work for no other reason but to pull an income, and others again will look for ways to develop their own idea of a 'career with purpose'. Some women will never return to work.

The decision not to return to work is one that relies on a number of factors, everything from looking after a child with special needs, to difficulties accessing affordable childcare or after-school care, a lack of confidence, qualifications and experience.

But for many it will simply be a matter of purpose. When there is so much more purpose to staying home, than returning to work, it's difficult to justify the balancing act that comes with attempting to "have it all".

By Angela Priestley
First published: 27th May 2014
Original Source: Women's Agenda

Thursday, May 22, 2014

Lead like a woman: How to bring feminine energy to work

It saddens me to walk into meetings with leadership teams to find the disproportionate representation of men and women on the team. Especially given the research that backs the business case for gender diversity.

A recent EY women in leadership report concluded that, "Leadership groups make smarter, more informed decisions; customers are better understood; employees are less cynical and more engaged; and organisations gain competitive advantage" when there are large numbers of senior women within the organisation.

Clearly, something needs to change.

It is wonderful to see the conversation around how to support and promote women in leadership roles gaining momentum. It is clear that there is no one simple answer to this challenge. There is robust debate about whether we should have quotas, the need for more ideal female role models, the impact senior men can have on encouraging more women, and training and coaching to help women get the competitive edge. All are important and the answer will undoubtedly take a combination of all of these.

But I believe it is also time for women to stop competing with men and start embracing their unique brilliant feminine skills and capabilities to add to the corporate equation.

Mid last century women in large numbers discovered that they liked working, earning money and gaining recognition for their talents. They demanded to be treated equally to men and in order to succeed in business, many believed they basically had to become like men and compete with them for the prized senior roles.

Unfortunately this means leaving much of our innate femininity behind. On a primal level men and women are essentially wired differently.

Many women are hardwired to desire collaboration and operate from a place of compassion, empathy and intuition. While men generally speaking are driven to bring home a good income for their family, achieve status and recognition, and are firmly focused on achieving targets and goals.

Given that historically most workplaces have been male dominated for a very long time, they essentially operate from a masculine paradigm where the focus is on winning, power and the bottom line, with little consideration to anything else.

When we let go of our natural, innate strengths and reject our feminine energy, we may not feel right but often don't know why. Women tell me they feel disconnected, constantly tied, and struggle between making decisions from a compassionate, intuitive place verses from a logical numbers driven perspective.

It is important to recognise that both men and women develop strong leadership skills when they tap into both their masculine and feminine energy. It is not an either or but a combination that makes the most powerful leaders.

I believe it's time to be bold and lead like a women. You will feel better, see better results from your team and create a more engaged, happier workforce.

Here are some tips to bringing your strong feminine energy to work.
  • Recognise your strengths. Start by recognising and acknowledging your unique strengths. Are you bringing all of who you are and what you are capable of to your role?
  • Connect even more. Women love to connect and we are good at it. So do more of it! But let's also be a little strategic about it. Who can you connect, network and build a relationship with, who might be able to support you and help you to tap into leadership opportunities?
  • Collaborate for powerful outcomes. Collaboration is a key strength of many women. It is time to break down the barriers and competitive nature of many workplaces and start working more effectively together to reach a common goal.
  • Get your team on board. We all bring so much more to our work if we feel involved and included. An engaged team will bring you results that will get you noticed!
  • Dress like a woman. Stop blending in and looking like one of the men at work. Identify your style, dress for success and bring a touch of femininity to your outfit. Just keep it professional.
  • Manage your energy. Work life balance is a myth with many women holding down busy paid employment and then heading home to step into their second full time role as mother, wife and social organiser.

So to avoid burn out, one solution is to understand what activities give you energy and build more of these into your day. Discover what task deplete you and delegate as many of these as you can. If most of your work is made up of energy sappers, I would seriously be asking whether you are in the right role.

As women we bring to our leadership roles unique and important attributes such as building relationships, collaboration and partnerships – all of which trump traditional power and competition of the masculine workplace.

Workplaces everywhere are crying out for a change in the way we do things and I believe that in many instances the increased participation of women in leadership positions, leading as women from their feminine power, is the answer.

By: Jane Benston
Originally published: 1 May, 2014

Sunday, May 18, 2014

Your personal brand matters: 5 ways to develop it for career success

"People keep telling me that as I look to move forward and up in my career, that I need to develop my personal brand. I know you have written on this before and talk about it. Please can you give me some tips for what I need to focus on?"

Melanie, Investment Banking

You're right, I do talk about this and I have a whole chapter in my book dedicated to it, because it matters. As we know, many of us think that if we just keep our head down and do the work, that all else will take care of itself regarding our careers. But as many of us also know, that's often just not true.

One of the key aspects of our career that really matters is your personal brand – which is essentially how you choose to present yourself. Everyone has one. Many people don't know what their personal brand says about them; and few do something positive to build it, enhance it, and leverage it to support their career success. I am still surprised by how many people think they don't even have one.

So what does your brand say about you? What do you want it to say? Building a successful personal brand starts with knowing yourself. Here are my top five tips for creating your personal brand and enhancing it so you can achieve your dream level of success (whatever that looks like for you).

1. Be authentic

Many branding experts will tell you how to shape and craft your personal image to within an inch or your life. Think about politicians who are melded and moulded until they are exactly what they believe their constituents want them to be. This may work in politics (a point no doubt we could argue on) but I have rarely seen this work as a sustainable career strategy – or certainly not for anyone who actually wants to be happy at work. You need to develop your personal brand in light of who you actually are. Look at your strengths, your likes, where you shine, how you like to dress etc. When you strip away the mask, who are you really, and how can you show up in a way that allows your true authentic self to show through? That is the essence of your personal brand, and the only essence that you want to build on. Fake it till you make it is not something you want to project when we are talking about your brand.

2. Make sure you can 'be you' where you work

Once you have worked out who you really are and therefore what your personal brand should be, the next step is how you bring your full and authentic self to work everyday in a way you can flourish. If you feel confined, constrained and like you just don't fit with how you are expected to show up in your work, then here is a hint – you may be in the wrong job. So have a think about your passion, purpose and reason for being, and see where it leads you. You may need to make a change to truly thrive at work.

3. Be known for something

To really shine, you need be clear on who you are, what you want, and you need to harness and build your skills and knowledge. The key is to not only build them, but to become known for them, in a way that differentiates you from everyone else. It's not just enough that you know what you know – others have to know that you know it. This is how you become a thought leader or an expert. And remember to be specific. If you think you can be known for everything, you run the risk of being known for nothing at all. Get clarity, build your deep expertise, and then you can become known for it.

4. Get your behaviour in check

Many of the things that are critical to building your brand are not about knowledge, they aren't about how you look, and they aren't about how firm your handshake is (but yes, firm is always best). A huge chunk of being well regarded is actually about behaviours. I cannot stress this strongly enough. What you are known for is as much about how you do what you do, as it is about what you actually do. So think about things like being kind, being respectful, showing up on time, listening to others and not being a gossip. Behaviours matter – big time. So focus on mastering yours.

5. Build and own your personal brand online

How you show up online is just as important (or maybe even more important these days) than how you show up in person. It can literally make or break you, in terms of others' perception and your reputation. If you haven't done a Google search on yourself recently, then you need to do one. Knowing what is out there on the web when people are looking for you, whether it is a future employer, a new manager or a client, is critical to managing your brand. Think about your social media presence, your personal website or blog, how and where you comment online, then look at what you are saying and how people are responding.

You have a personal brand whether you like it or not. Think about how you show up, how others perceive you, what you know and who knows it, and what your online profile says about you. With all that in mind, you will have gone a long way in building a brand that works for you.

By: Megan Dalla-Camina
First published: 13th May 2014
Source: Women's Agenda

Sunday, May 11, 2014

5 highly successful working mothers share their wisdom

Today we thought we'd provide some inspiration from 5 high profile working mothers (as featured in Women's Agenda) who've managed to raise a family while paving a formidable path in their chosen career.

These women have shared personal stories of the challenges they've faced in making the juggling act work, as well as the lessons they've learned along the way. 

We hope you enjoy!

Imelda Roche

Entrepreneur Imelda Roche AO is a successful businesswoman who founded Nutrimetics in 1968 when three of her children were under the age of five.

Her most valuable advice she picked up from her grandmother (and the person she credits as being her mentor). Her grandmother taught her that she could do whatever she wanted if she was really dedicated and focused enough: "If it's to be, it's up to me. It's not for somebody else to do it for you. You're in charge of your own life."

This mantra was also integral in identifying priorities, and determining which domestic responsibilities really matter and which can be outsourced. Roche also advised that women shouldn't be afraid to pay for help.

"The priority is not doing the cleaning. Just as long as they know that you're there for the events that are important."

Tanya Plibersek

Now deputy leader of the Opposition, Tanya Plibersek's successfully progressed her political career while raising three young children at the same time.

She recently sat down with Women's Agenda to share her thoughts on a number of topics, including how she juggles being a working mum while managing a highly demanding political career.

Although she conceded that she's had some uniquely fortunate circumstances thanks to her capacity to set her own hours and be her "own boss", she believes her children "undoubtedly" benefit from her career because they see evidence that their parents are passionate about what they do.

Tara Moss

Tara Moss has written and published seven crime novels in 17 countries. She's ambassador for the Royal Institute for Deaf and Blind Children, a UNICEF Goodwill Ambassador and UNICEF Patron for Breastfeeding for the Baby Friendly Heath Initiative and mother of two.

With that kind of jam-packed schedule, her advice for working mothers is simple: Make no apologies.

"You can't be two places at once. Once you (or you and your loved ones, if you have a family) decide what needs to be done, make no apologies, whether that means being an artist or a banker, a stay at home parent or a full time career woman. Follow your passion."

Ann Sherry

When Ann Sherry was inducted into the NAB Women's Agenda leadership hall of fame, we recognised not only the numerous glass ceilings she's cracked throughout her impressive career, but her work in paving the way for paid parental leave to become a reality for working mothers in corporate Australia.

The Carnival CEO became a mother to her now adult son at 21 and understands the reality of being a working mother. She has said that becoming a young parent to a son with special needs did not deter her from seeking out a career, but instead pushed her and her husband to find ways to make it work for them. "I wanted to work so I wasn't going to stay at home. I'm not a stay-at-home kind of mother anyway. So we made it all work around us."

While forging her impressive career trajectory, she credits much of what she's achieved with having a solid home base. "I needed a hug by the time I got home and I got it. I then needed to be alone and they left me alone," she said, regarding a particularly difficult day . "Domestically, it's so important that I have a solid base."

Elizabeth Proust

The Nestle chairman and company director has proudly declared that she doesn't cook.

Sick of hearing the conversation revolve around women's ability to "have it all", Proust has instead advised women to forget the debate, quit trying to do it all and learn to ask for help instead ... or get your partner to learn how to cook.

She's also spoken of the importance of having a supportive partner in helping her career success. "If my husband hadn't helped – more than helped – raise our daughter and do domestic tasks, I would not have been able to do what I have been able to do."

First published: 9th May 2014

Wednesday, May 7, 2014

5 ways my manager makes flexibility work for me

When I returned to my corporate job after maternity leave I learned very quickly that I could not sustain my pre-baby working hours. It has taken me a year to find a work/life/baby balance that works for me and my manager.

For the last few years my corporate job scope has been global and always-urgent. Before baby, I was able to handle being online 24-7 through strategically taking down-time at opportune moments. I did a good job of managing my energy levels and work/life balance, but was essentially always-on and always working with occasional moments of distraction or downtime.

I thought this work/life balance blueprint would work perfectly for a working mum. Not so much. With a full-time job and a beautiful baby to love and adore, I no longer had time for me. And I very quickly fell into a heap of exhaustion, and soon after, depression. This was a good catalyst to seek an alternative arrangement.

I loved my job and did not want to give it up. So I did something I found really difficult and asked my manager for more formal flexibility in my work schedule. The outcome of our conversations was an agreement that I would find specific chunks of time throughout the week to spend with the baby, and specific chunks of time for my own pursuits. I would block that time in my calendar and manage the expectations of people I worked with as needed. I would remain committed to the same deliverables, receive the same salary, but I would work on a compressed schedule that involved working from home once a week.

Here's how and why that works for me and my manager:
  • My manager doesn't care where or when I get my work done. I work from home consistently on Fridays. And when I say work from home, I mean work from home. My manager doesn't even flinch if I dial into a team meeting rather than show up physically. The reality is that I can get more done when I am heads down in my home office.
  • My manager is clear on her expectations. If a deliverable is urgent, or if a new deliverable crops up over the weekend or in the evening, she lets me know immediately. This allows me to negotiate my time fairly - if a fire is burning on a project, then I know to drop my other priorities to help put it out. Inversely, if something isn't urgent, but important, she lets me know so that I can prioritize accordingly. She also makes it clear which meetings are optional.
  • My manager provides real-time feedback. If I am over-doing something, or under-prioritizing something, she lets me know. It is so refreshing to have a manager tell you to back-off, relax a bit and not get too passionate about a project! I also trust that she will let me know if it is ever a problem that I am not physically present at a meeting, or to let me know if I need to be more visible in the office at any point.
  • My manager demonstrates care and concern for me and my baby. When I tell her that I am taking the baby to a music class on Wednesday morning, she smiles and tells me to have a great time. She asks how the baby is doing, and seems genuinely interested in the occasional story I tell on a new development milestone or cute moment. If the baby comes into the office to visit, she will indulge her with cuddles and conversation. The photos I have of them together are beautiful and inspiring.
  • My manager trusts me and has high expectations. I often re-visit my work schedule and routine with her to ensure that it is still working for both of us. I am blatantly transparent about the fact that when I am 'off' (doing baby stuff, or mummy stuff) that I am really 'off'. She knows that I am available via phone if anything urgent comes up, and knows I will pick up the phone. She also knows that I don't miss deadlines, and I carry my weight.

All of these things probably seem completely obvious, logical and rational, but for me, the more explicit we can be on these things the less stressed and guilty I feel for going offline for a couple of hours. Needless to say, I am completely loyal to this woman and am incredibly happy. If she needs anything from me, at any time, I will do it for her.

What does your manager do for you to help you achieve work/life/baby balance? 

Does that make you more loyal to your organisation?

By: Blair Fillingham
Originally posted: 29 April 2014
Source: Women's Agenda

Thursday, May 1, 2014

Is there such a thing as a fair and viable Paid Parental Leave Scheme?

Paid parental leave is a hot topic this week. Tony Abbott is proposing a new policy. It may look good on the outside to many working parents but what does it really mean?

We’ve put together this blog to collate a few thoughts and collect a few more from those who are affected most – you, our readers. It’s an issue we all need to be aware of because whether you’re a business owner, single worker or stay-at-home parent you will be impacted by the scheme.

What the Coalition’s Selling 
  • Based on a replacement wage, rather than the minimum wage.
  • Mothers are entitled to six months (26 weeks) leave based on their actual wage or the national minimum wage (whichever is greater).
  • Includes superannuation payments.
  • Payment amounts are capped (revised this week) at the $100,000 salary level meaning women earning over this amount would receive no more than $50,000 in their 6 month maternity leave. 
  • Fathers will be eligible for two out of the 26 weeks for dedicated paternity leave at their actual wage or the national minimum wage (whichever is greater) plus superannuation. 
  • Fathers can also be nominated as the primary carers meaning the 26 weeks can be divided by both parents. 
  • Employees will be paid directly by the Commonwealth Government (Family Assistance Office) not via their employer. 
  • Estimated to cost $5.5 billion.
  • It will be funded by a 1.5 per cent levy on companies with taxable incomes in excess of $5 million 
  • Commences 1 July 2015

The Risks

The policy has been viewed by some as having an “anti-working-women sentiment”.

Why is this? There are some potential long-term economic risks and social consequences we need to think about. These are:
  • It removes employer involvement with paid parental leave.
  • Provides incentive for employers to keep female employee income below the $100,000 threshold. 
  • Encourages women to stay at home and disengage with the workforce (especially those on salaries just below the threshold). 
  • Administering paid parental leave directly from Centrelink sends a message that this is a welfare payment rather than an employee entitlement or business process.

“Many PPL 'dissenters' don't object to paid parental leave in general. They disagree that this particular scheme is the most cost-effective way to meet the objective of helping more women return to work after they have children. The Productivity Commission here, and similar bodies around the world, determined that once a minimum paid parental leave policy is in place, childcare is the real lever in terms of facilitating the return of mothers to the workforce. A more generous PPL, like the Coalition's, will not increase women's participation at work, and thus national productivity, the same way that an investment in childcare would.” Georgina Dent, Editor, Women’s Agenda.

The Latest News (as of May 2, 2014)

Tony Abbott has confirmed he has decided to lower the cap from his preferred $150,000 annual wage to $100,000.

The Federal Government’s Commission of Audit made 86 recommendations to reign in the budget – one of these being to lower the Coalition’s paid parental leave scheme salary cap to average week earnings (currently $57,460) rather than pay the actual or minimum wage (whichever is higher). The idea is to use savings for expanded childcare payments. 

Tell us what you think?

Do you forsee any other fallouts or risks?

What are your suggestions for a fair and viable Paid Parental Leave Scheme?



ABC News, COAG: Premiers, chief ministers meet in Canberra following Commission of Audit release, viewed, 2.5.14

Liberal Party Website, The Coalition’s Policy for Paid Parental Leave, Payment amounts are capped at the $150,000 salary level, viewed 2.5.14’s%20Policy%20for%20Paid%20Parental%20Leave.pdf

Women’s Agenda, Parental leave could become the Liberal's Mining Tax, viewed 2.5.14

Women’s Agenda, We need to talk about paid parental leave in detail, viewed 2.5.14,