In 2008, when the for-profit ABC Learning – then the country’s biggest childcare provider – collapsed into administration, it sent shockwaves through the nation. Tens of thousands of families faced disruption. Over 17,000 educators and staff were left uncertain about their future.
It was a phone call between social entrepreneur Evan Thornley and Social Ventures Australia’s Michael Traill – who went on to become Goodstart’s founding Chair until 2020 – sparked an audacious idea: what if the ABC Learning network could be saved – and turned into something with purpose at its core?
That idea soon brought together four of Australia’s most respected charities – The Benevolent Society, Brotherhood of St Laurence, Mission Australia and Social Ventures Australia – all united by a shared ambition to improve outcomes for children, particularly those facing disadvantage.
With support from the Federal Government, National Australia Bank and a small group of social investors, they raised $95 million to purchase 678 centres and a further $70 million to support operations.
Together, they created something unprecedented in Australia: a not-for-profit social enterprise with national scale, dedicated to giving every child the best possible start in life.
The purpose behind the model
Unlike its predecessor, Goodstart was never about profit.
From day one, its mission was clear: to reinvest every dollar into what matters most – children’s learning, educator support, and the inclusion of every child. Financial stability wasn’t the goal – it was the means. Because more stability meant more impact.
That clarity of purpose became Goodstart’s foundation and and how it measured success. The model was often described as a “three-legged stool”: combining stability, quality and inclusion in equal balance.
Balancing business and purpose
Goodstart’s formation marked a rare and ambitious experiment: a national-scale social enterprise, operating with commercial discipline, but guided entirely by social purpose.
The early days weren’t easy. Nearly half of the centres acquired from ABC Learning wouldn’t have met the incoming National Quality Standards. There were doubts that better qualifications, lower ratios or inclusive programs could be achieved – or sustained – under tight budgets.
But the organisation stayed the course. It backed national reforms, invested in its workforce, and proved that quality and inclusion weren’t luxuries – they were essential.
Today, 99% of Goodstart centres meet or exceed the National Quality Standard. More than 2,600 graduate qualified teachers work across the network – up from just 200 in 2010. And critically, children facing vulnerability now attend Goodstart at the same rate as their peers.
The organisation has become a national proof point: that you can deliver high quality early learning, at scale, while putting children first.
Advocacy as a long game
Goodstart’s founders didn’t just want to improve early learning for the children who attended Goodstart – they wanted to help transform the system for all children.
But they also knew credibility would need to be earned.
In its early years, Goodstart focused on lifting internal quality. Then, it turned its attention to affordability. And now, it plays a leading voice in national policy – advocating for greater access and inclusion.
Advocacy is important because with national scale and deep community based experience, came the opportunity to help drive positive change for children living in all parts of Australia.
Over the past decade, Goodstart has contributed to major government reviews, submitted to multiple inquiries, and helped lead the national conversation on early learning reform.
What’s next?
Today, Goodstart supports more than 61,000 children across 653 centres – or close to 70,000 children across 700 centres when including our partners at Big Fat Smile. Last year, more than $57 million is reinvested into purpose-driven initiatives – from professional development to practice uplift and inclusion support.
With its 2025–2029 strategy, Goodstart is sharpening its focus again – on high quality, inclusive early learning; empowered educators and leaders; and policies and partnerships that build a fairer system for all children.
CEO Dr Ros Baxter says, “We’ve come a long way. But we’re just getting started. Because the work of giving every child the best possible start in life never ends.”
15 years of impact – and a future full of possibility
Goodstart’s 15th birthday isn’t just a celebration. It’s a powerful reminder of what can be achieved when people come together with purpose – and the courage to do things differently.
Fifteen years ago, they said it couldn’t be done.
Today, Goodstart is proving just how much is possible.
