This persistence speaks volumes. Women-led ECDs are not only places of care and learning, they are small businesses built on perseverance. Practitioners showed resilience and entrepreneurial drive, choosing to stay open and keep serving families while making some income, rather than closing completely.

What drives closures?

Interestingly, closures were less about practitioner choice and more about parent influence. Thirty-one percent closed because parents requested it, and another 21% because of fee non-payment.

 Yet many practitioners still chose to provide care, preferring some income to none at all. But the decision isn’t just about finances. By maintaining routines, they demonstrate a deep commitment to children’s development and well-being. Holiday programmes focused mainly on educational play, highlighting that ECDs see learning as a year-round priority. That quiet determination to show up every day shows why ECDs matter; they are community anchors as much as they are small businesses.

Balancing income and care

While most centres stayed open, only half reported earning income during the holidays. Many parents didn’t pay during the period, yet 82% of practitioners still paid their staff, 61% in full. That commitment to teams and children, despite reduced income, highlights both the values and vulnerabilities of the sector.

School size didn’t make a major difference in whether ECDs stayed open, but fee levels did. Centres charging R800 or more per child per month were the most likely to remain open (almost 90%). Lower-fee and free centres were far more likely to close, reflecting their exposure to cost-sensitive parents who chose to save money over the school holidays.

Opportunities for change

The survey doesn’t just highlight challenges, it surfaces practical opportunities. The Department of Basic Education’s ECD subsidy paid to registered ECDs, currently R17 per child per day and expected to rise to R24 over the next three years, could help cushion unpaid holiday periods if well-managed by the ECD owner throughout the year.

Parent engagement is just as important. When families understand the value of continuity in early learning, and when ECDs communicate proactively, holidays can shift from being a cause of financial stress to a moment of collaboration.

Through the IMBE Accelerator Programme, owners are encouraged to create additional income-earning opportunities during holiday periods, such as holiday clubs or care for older children whose schools are closed. Well-designed, structured programmes that are clearly communicated to parents can demonstrate the benefit of ongoing education and care to children while also providing practitioners with a more reliable income stream. The financial record-keeping component of the Accelerator Programme equips ECD owners to track income and expenses closely and consistently. By staying fully aware of their financial position, owners can make informed decisions about the introduction and long-term viability of new services.

From strain to growth

This mid-year snapshot shows that even under pressure, ECD practitioners demonstrate determination and belief in the value of their work, turning strain into possibility and reflecting the entrepreneurial, can-do spirit of a sector that knows it delivers real value, not only to children but also to the parents who choose them.

With the right mix of support, holiday periods can shift from tough times to moments of growth, for both children and ECD businesses that hold communities together.