Could Social Enterprises fix the Childcare System?
Why the social enterprise model could be the solution to fixing England’s broken childcare system by expanding access to the communities that need it most. England is…
April 27th 2026
Arriving in Oxford on an early train from Paddington to be a panellist at the Marmalade Fringe, I couldn’t help wondering whether Paddington Bear had played some small part in the city’s enthusiasm for preserves, from Oxford Jam and the Marmalade Fringe.
The city was busy with visitors, some of whom I knew as the Marmalade Fringe is part of the Skoll World Forum, a global gathering focused on social innovation and systems change. It felt like the right setting to revisit a question that sits at the heart of my work: what does social justice really look like in early childhood education and care (ECEC)?
For me, social justice in ECEC is fairness by design, built into systems, lived through leadership, and expressed through daily practice. It is recognised in the way every child and family is welcomed, listened to and able to flourish, and ultimately measured by how far it expands each child’s life chances.
Our session, expertly chaired by Sophie Flemig from Elevate Great, used a series of live “slider” questions to test the room. The panel, which included Lisbeth Steer, from Greater Share, Sarah Teacher from the Impact Investing Institute and me, explored familiar tensions. Should government prioritise Early Years or schools? Expand childcare places or fix the funding model? Invest more, or spend differently?
The conversation quickly moved beyond policy choices into the architecture of the system itself. Early Years is still too often positioned as a support for parental employment rather than as core education infrastructure. As a result, it competes with more visible and politically immediate priorities, and early intervention continues to lose out, despite overwhelming evidence of its long-term value.
This is where systems change matters. It is not just about how much we spend, but how money flows, what it is designed to achieve, and who ultimately benefits. Across countries we see different approaches. In the UK, families can spend around 11% of their income on childcare, while elsewhere costs are capped or income related. These are not just technical differences; they reflect different social contracts about fairness, access and public value.
Within that, social enterprise offers a distinctive and often overlooked route. It creates a space between the state and the market, where purpose is protected and reinvestment is prioritised over extraction. This allows for cross-subsidy, long-term commitment to place, and a deliberate focus on including children and families who might otherwise be excluded.
Social enterprises are not a cost to be managed; they are fiscal assets that enable governments to spend more wisely by preventing problems rather than paying to fix them later.
Of course, structure alone is not enough. Without social justice pedagogy and social leadership, the model does not deliver the quality children deserve. Investment in the workforce, in qualifications, and in leadership pathways remains critical, particularly at a time when confidence in parts of the training system is wavering.
What stayed with me from the discussion was a shared recognition that we cannot solve this through isolated projects or short-term fixes. The real question is how we sequence reform, how we rebalance investment towards prevention, and how we design systems that enable children not just to cope, but to thrive.
In the end, systems change is less like making marmalade. It requires patience and balance to get the right level of stickiness. If we get that right, the results will bring lasting change.
Social justice in ECEC refers to fairness built into systems, leadership, and daily practice, ensuring every child and family is supported to thrive and reach their full potential.
Early years education plays a critical role in shaping long-term outcomes, with early intervention proven to improve life chances, reduce inequality, and support social mobility.
Key challenges include affordability for families, fragmented funding models, and the perception of childcare as a support for employment rather than essential education infrastructure.
Social enterprises reinvest profits into services, enabling inclusive access, cross-subsidy, and long-term community impact while prioritising purpose over profit.
Systems change involves redesigning how funding, policy, and delivery work together to prioritise prevention, fairness, and better outcomes for children and families.
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