Robbie Blau – President, Moriah College

We Choose to Build.

Good evening. It gives me great pleasure to deliver my second address as President of the Board.

On December 14th, we felt the pain of the worst antisemitic terror attack to taint our history. A month later we laid the first foundation stone at Queens Park to start building our future. That contrast says something important about who we are. Faced with challenges, every community must choose how it will respond. At Moriah we choose to build. Not only physical structures or classrooms, we’re laying the foundation for our children to stand strong through challenges, and be equipped to make their own choices.

Until recent years we’ve been blessed in Sydney. It’s been a safe haven. From Ester Abrams on the First fleet, to European Jews finding refuge after the war, to immigrants from South Africa, like myself, many generations have found this to be a wonderful place to build a life as proud, Jewish Australians. Now the foundations are being tested in ways we never thought could happen in our backyard. Our community is told by the media that it’s ok to be Jewish as long as we don’t support Israel.

Our university students are asked to accept the prospect of violent protest.
Our artists are told to be reject their identity or never be heard on stage again.
Our parents question whether their children should wear Moriah uniforms in public.

So how do we prepare our children to make choices in this new reality? I firmly believe the most sustainable foundation is a quality Jewish education. For more than 80 years, Moriah has stood at the heart of Jewish continuity in Sydney. What our children learn here, the values they see practised here, the friendships they form here, and the sense of belonging they feel here will shape the choices they make for the rest of their lives.

You only build when you believe in the future. And tonight, I want to share with you the future we have been building and how we plan to continue. While we have a construction masterplan, I’m talking about something broader. This past
year we developed a Five-Year Strategic Plan, across every dimension of College life, complete with rigorous measurements and goals to ensure we build sustainably. The plan reflects more than goals and projects it demonstrates confidence in the future. A school reveals its priorities by what it builds.

Under the outstanding stewardship and leadership of Principal Mira Hasofer, the pillars we are putting in place are: Learning Excellence; Jewish Life and Hebrew Proficiency; Enrolment Growth and Community Engagement; Technology and Innovation; and Financial Sustainability. Mira is leading us there with integrity, intelligence and heart. Her dedication to our community, and unwavering commitment to Moriah’s values have been instrumental in guiding us through both triumphs and challenges. She is not alone. To Vice Principal Roberta Goot; College Rabbi Rabbi Gad Krebs; Head of High School Ryan Gill; Head of Primary School Lynda Fisher; Head of Early Learning Marietta Ross; and Director of People and Growth Karen Hirst, we say thank you for your impact, for being outstanding role models to our children, and positioning us for continued growth and excellence.

Learning Excellence – Let’s take a closer look at the first pillar.

Faced with the challenge of a competitive academic environment, and HSC results that we are determined to improve on, we choose to continue to build learning excellence so every student can reach their potential. Achieving learning excellence continues to sit at the centre of what we do. The College’s ATAR rankings in 2025 dropped dramatically and that requires honest reflection. Our goal is ambitious: to be among the top 30 schools while remaining proudly inclusive and nonselective. That means strengthening a culture of high expectations, supported by clearer use of data, feedback and evidence-informed practice. It means tracking individual student progress, setting goals, and ensuring regular, individual feedback. It is seen in the expansion of Year 12 Review and Reflect conversations and in personalised support structures such as the Moriah Academy. Make no mistake, the long-term driver of our academic success is attracting and retaining outstanding educators. So, we are building an environment where educators want to be: with clear professional development plans, incentives, benchmarking and wellbeing support. Importantly, learning excellence is not only about HSC results. It is about the whole child.

I express my deep gratitude to the immensely talented and committed educators across the College who are shaping who our children become. All of this is enabled by dedicated teams across wellbeing, Jewish Life, Kehillat Moriah,
administration, operations, security, maintenance, IT, finance, engagement, admissions, marketing, communications, Foundation, P and F, peripatetic and co-curricular programs. A heartfelt thank you to each and every one of you.

In Early Learning, the new learning educator role has strengthened support for each child’s growth. Our Transition into Kindergarten program continues to be a great strength, and regular visits between the ELC and Primary School are building familiarity, confidence and belonging from the earliest years.

In Primary School, students deepen their Jewish identity through the Bat Mitzvah Program and Project Heritage. There has also been excellent progress in English and Hebrew learning. A little more on that later.

Across Years 7 to 9, students engaged in enrichment programs focused on community problem solving, innovation challenges with Technion, leadership panels and acts of chesed through Kinder World at Our Big Kitchen. And across sport, debating, dance, music and volunteering, our students continue to shine. Highlights included, Drama Fest, strong performances in basketball, futsal, netball, swimming and cross country, and a runners-up finish in the Bill Turner Cup.

We are working tirelessly to further strengthen our positive school culture, champion student voice and engagement and ensure that every student feels safe, valued and empowered to reach their full potential.

Jewish Life and Hebrew Proficiency – Turning to the next pillar.

Faced with the challenge of assimilation internally and anti-Zionists externally, we choose to build Jewish Life and Hebrew Proficiency. Led by Rabbi Krebs, Talya Wiseman and our Jewish Life team, we deliver a flourishing and impactful Jewish life experience at the school, nurturing modern orthodox Yahadut and Jewish identity. As the world tries to distort the meaning of Zionism, we are building Jewish children who understand their heritage, feel a deep connection to Israel, and can advocate with confidence and moral clarity.

n 2025, more than 250 Year 10 and Year 11 students went on IST to be immersed in our story, our land and our culture. No classroom can replicate what it means to walk the streets of Israel, meet its people, see its history, and forge a personal bond to our homeland. One of the highlights of my year was being at Sydney Airport when the first Year 10 group departed and seeing the excitement on their faces for the opportunities and adventures ahead.

Thanks again go to the Moriah Foundation, Y2i and other supporters who made this possible. Our bond with Israel was also meaningfully reflected in the honour of hosting President Herzog and the First Lady at the College earlier this year.

One aspect of our Jewish identity we have doubled down on is our commitment to Hebrew literacy as a common language that binds us. We’ve made a strategic investment in strengthening Hebrew reading in the early years through a phonics-based approach with encouraging early results. This will be expanded across other Year groups.

Enrolment Growth and Community Engagement – faced with the challenge of multiple competing education options and school environments, for our third pillar we choose to build Enrolment Growth and Community Engagement.

With approximately 1,600 students, Moriah is one of the largest Jewish day schools in the Southern Hemisphere. Enrolment demand remains strong across most year groups. Our ELC enrolments for 2026 reflect both growth and loyalty from sibling and alumni families. Primary and High School enrolments remain solid, with 41 new students joining Year 7, essentially at capacity. Growing our Year K intake remains a key priority. The earlier children enter the Moriah family, the more likely they are to embed a strong Jewish identity, form lasting friendships and see Jewish life as natural, joyful and central to their being. That goal is supported by grants and financial assistance, including the launch of the ATID Foundation Grant, a new initiative generously funded by an anonymous donor, designed to make the early years of a Moriah education more affordable for young families, with low doc grants of up to $8,000 per annum.

Much has been made publicly of the substantial fee increases experienced by parents across independent schools, with many at double inflation. Through careful planning, in setting Moriah’s 2026 fees, we have balanced the rising costs of delivering a high-quality education with financial discipline and smarter operational efficiencies to keep increases as low as possible and to make our school as accessible to as many Jewish children as possible.

Core to our commitment to making Jewish education accessible is the phenomenal work of the Moriah Foundation and the generosity of the JCA, and broader Moriah community. We continue to provide total fee assistance of just over $4 million annually towards approximately 250 students – over 18% of our student body. The Foundation truly changes lives through a combination of annually assessed financial assistance and longer-term bursary support. To Foundation President Judy Lowy, the Foundation Board, Ryan Kassel and the Foundation team: thank you for your stellar,
selfless leadership.

And of course, I must acknowledge that beyond financial support, the Moriah Family is brought to life every day by the wonderful work of our Parents and Friends Association, led by Chantal Josselsohn. From chesed support, to fundraising, to major community events and Jewish festivals, the P&F shows us what community means in practice.

Technology and Innovation – the fourth pillar is about future-proofing the College and learning environment.

Faced with the challenge of a world being reshaped faster than ever by AI we choose to build technology and innovation. The goal is to ensure that our children have the latest resources to learn and the ability to navigate change.
We have introduced future-ready approaches to STEM education and AI. Our staff are being upskilled, and a dedicated pedagogical technology specialist is integrating technology into teaching and learning – so that digital tools enhance engagement and outcomes.

An AI consultant is helping us explore the future use of artificial intelligence in education, guided by a clear belief that AI should support thinking and learning, not replace the human relationships, judgement and critical thinking.
We have also formed partnerships with Israeli edtech companies to explore innovative approaches to learning, and we have begun researching the next generation of Learning Management Systems.

Financial Sustainability, Governance and Security – finally, facing the challenge of an uncertain economic environment, inflation and scarcity we choose to build financial stability and good governance.

The Board must ensure that the strategy is delivered, the school is well-funded, and the College executive is empowered and well resourced. I thank Treasurer Dani Sher, CFO Lance Rabbie, and the finance team who have worked prudently to manage the College’s finances to position us for the future. Financial stewardship remained a key strength throughout the year. The College maintained a strong focus on disciplined cost management and control, while continuing to manage capital responsibly. At the same time, we have continued to invest in education, buildings, technology and infrastructure so that the College is well placed for the future.

We have been able to do all of this while keeping fee increases below benchmark levels, despite significant pressure from rising security costs and wage inflation. This reflects a thoughtful and responsible approach to balancing the needs of today with our commitment to future generations.

That discipline is one of the reasons we are able to begin to build the Queens Park redevelopment: a vibrant, leading-edge environment for our children and staff, generously funded to the tune of just over $85 million so far – an extraordinary achievement that reflects the strength, generosity and shared vision of our community.

This is no mean feat and is a testament to the shared commitment of the Foundation and the College, particularly Foundation President & Capital Appeal Co Chair Judy Lowy, Capital Appeal Co-Chair Stephen Jankelowitz, the Foundation team and all those across the College community whose tireless efforts have made this milestone possible.However, in order for us to complete every element ofthis ambitious project, we still need to raise approximately $25 million. We must maintain our momentum and continue to give, advocate and lead. There is still a way to go, and I encourage everyone to consider how you can contribute to help us reach the finish line.

By way of update, we are days away from signing the Main Works Contract with Buildcorp. This is a fixed price contract, locking in the full scope of the development, allowing us to commit to build successive portions of the development, as and when we raise the requisite funds. Despite the fact that the cost of this project has risen over time, given the uncertainty in the world and the conflict in the Middle East, coupled with unexpected costs arising out of the need to remove asbestos, this is an outstanding outcome for the College. We commit to continue fundraising and working with the Governments in relation to funding the security components of the build, in addition to responsibly raising appropriate debt. As stated previously, we will always only build what we can afford. My sincere thanks to Teri Esra, Michael Gutman and Roberta Goot for their leadership on this work.

One area of financial commitment that is not up for debate is school security. It’s simple: When expert assessments are made, we act. We invest to protect our children, staff and community.

In 2025 there were 45 security-related incidents, the majority involving antisemitic verbal abuse, gestures, suspicious activity, and intelligence gathering. So, we remain vigilant. Our deep gratitude extends to our security team, Geoff Shapiro and Dinel Ben-David, as well as to CSG for their tireless work, and of course the Parents Security Group.
All of these pillars are guided and enhanced by the extensive time and effort that our Board and subcommittee members put in. Thank you to each member of those subcommittees for your unique contribution.

I thank my fellow directors, Deputy President Michael Gottlieb, Treasurer Dani Sher, Honorary Secretary Rina Michael, Teri Esra, Warren Jacobson, Mark Leigh, Gary Pinshaw, Jacqui Scheinberg, Danny Sekers and David Taub, for their unwavering commitment and for the spirit of collaboration that has defined our time together. I would also like to thank Robert Goot, Chair of the Trustees, and all of the Life Patrons and Trustees for their ongoing invaluable guidance, wisdom and support. And to Daisy and Jane, thank you for your extraordinary support behind the scenes. Daisy,
as I have said many times before, I genuinely could not do this job without you. Thank you from the bottom of my heart. Finally, I’d thank my wife, Lauren and children David, Matthew, Sarah and Micaela for their unconditional support and patience.

In closing – faced with challenges, communities are defined by the choices they make. After the temples were destroyed our ancestors chose to build Jewish learning institutes because they believed in the future. After the Holocaust, when pioneers arrived in the deserts of Israel they chose to build structures, farms, and communities because they believed in the future. We can learn from our history, and also recognise our blessings in 2026 built on the foundations of those who went before us. Through our strategic plan we demonstrate our confidence in the future of a thriving Jewish life in Sydney.

So, now, faced with terrorism in Bondi and rising antisemitism, we choose to build because we believe in the future of our school, our community, our country, and above all our children.

Am Yisrael Chai!

Robbie Blau
College President