S.A.G.E.: A parent-run daycare centre in a changing environment

The S.A.G.E. association manages three day care centres in the Bordeaux metropolitan area. They employ a staff of 35 and can welcome 62 children at any given time. The annual budget is approximately ¤1.2 million and total annual childminding hours have reached 116,000.
2018 will be a turning point due to two major events. Firstly, the general manager, a founding member of the team who has been with the association for 30 years will be leaving. Secondly, an increasing number of new stakeholders, namely commercial daycare entities with national reach and significant capital resources are entering the market.
Furthermore, as the state and local authorities increasingly hand over childcare responsibilities to the private sector and reduce funding to associations, questions are inevitably to be asked about the future of structures such as S.A.G.E.

- Analyse the competitive environment. Adapt notions of strategic positioning.
- Carry out theoretical and professional research about the risks and opportunities associated with the departure of the founders from organisations. Propose scenarios on change management.
- Discover or rediscover internal communication and storytelling techniques that can then be applied in a not-for-profit context associated with social entrepreneurship.

Social Solidarity Economy - Early childhood - Strategic diagnosis - Managerial transition - Internal communication - Storytelling

- Higher education: general Masters programs.
- Apprenticeship training: Masters programmes dealing with the social economy.
- Different courses on health and social management programs.

Welcome facilities for young children

- PPT : Debriefing to project for students (19 slides)
- PPT Slideshow : Commented debriefing for trainers (48:24)

Année de la problématique : 2018

Livraison : Livraison par lien de téléchargement

Nombre de pages : 9 avec 3 page(s) annexe(s)

Temps d'utilisation : 3h00

Code du secteur d'activité : 80 - Education