2016 saw us expend over $800,000 in social
impact investment, supporting some of our
most vulnerable children. For 2017 we have
committed up to $2.2m to continue and
expand this work, including the operation
of centres in areas of social disadvantage
and extended inclusion programs. We are
providing continuity for families of children
with severe disabilities as we transition
specialised support programs, such as KU
Starting Points, to new funding models. KU
will continue investment in the development
of innovative reconciliation, and welcoming
more Aboriginal and Torres Strait Islander
children and staff into the KU family.
Throughout 2016, the development of
KU’s Strategic Plan for 2017 to 2019
‘Creating, Thinking and Doing for today
and tomorrow’ has identified significant
objectives for the next three years. This new
plan proudly looks toward a bold vision for
our future, and sets the pathway for making
that vision a reality.
In 2017 KU has budgeted a $315,000
investment in an expanded research
agenda aimed at developing knowledge
that contributes to the evidence base that
shapes quality practice across KU and the
early education sector.
In coming years, KU will make significant
investment in expanding our footprint and
ensuring more children experience the KU
difference by reaching more families in more
communities, affirming our sector leadership
position. We will continue to showcase our
exemplary practice in ways that inspire
better practice in others. We will explore new
learning environments and develop learning
excellence in our current centres.
As I retire from my time on the Board, I am
proud to be farewelling a KU that is forward
looking, continuing to increase quality,
and has at its core a more sustainable
business mod el. We are a stronger KU;
better prepared for tomorrow, supported
by an engaged workforce with a sharpened
focus on our strategic objectives, and a solid
robust operating platform.
David McCracken
Chair, Board of Directors
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