ANNUAL REPORT 2018
YEAR IN REVIEW
Chair and
CEO’s Report
“KU centres continue to be independently assessed
as amongst the highest quality in the country.”
KU
20
18
As we reflect on the second year
of our three-year Strategic Plan
‘Creating, Thinking and Doing for
Today and Tomorrow’, it is clear
how embedded KU’s values and
strategic objectives have become
within the organisation. KU’s Board
and Executive team continue to take
a unified, values-based approach to
leadership and management of the
organisation, and our staff continue
to demonstrate a strong commitment
to the organisation’s purpose, and
an ongoing focus on outcomes for
children and sustainability for the
future. This approach becomes
particularly important in times of
challenge, and when the organisation
is faced with significant changes
within the sector, as we were in 2018.
The past 12 months have featured
major shifts in funding, public policy,
and regulation, some of which have
impacted negatively on KU and the
childcare market more broadly. The
pending implementation of the
Commonwealth Government’s new
Child Care Package and Child Care
Subsidy initially created uncertainty
within the market, followed by a
period of volatility as families began
to reassess their childcare in light
of the new arrangements. As some
families chose to reduce days or not to
enrol at all, KU saw a downturn in the
viability of some long day care centres.
Like many other providers, KU’s long
day care services also experienced
increased competition resulting from
an oversupply of childcare centres
in some markets. Achieving a better
balance between demand and
supply is critical to ensuring both
the best outcomes for families and
2