Interagency, network and co-governance in the child care sector


Études théoriques et méthodologiques







Centre de recherche sur les innovations sociales / Institute for Nonprofit Studies


The impact of these intermediary organizations on human resources policies is highly varied. Municipally-operated child care centers benefit from policies established by municipalities that offer training, control work conditions, and provide public pension plans. Other licensed operators (community-based and private) are also supposed to follow these work standards to guarantee their continuity in the system. Unions have an important impact on human resources policies in community-based centers where there are negotiated training, work conditions, and pension plans. In our research, however, participants considered that most non-unionized small (community-based or private) child care operators don’t necessarily have any human resources policies. This analysis of the divided network of intermediary organizations indicates the practical implications of our study. With the clear identification of each organization’s mission, and the history that justifies and legitimates it, child care groups could be able to establish a better dialogue between themselves which can, at the same time, respect each other’s idiosyncratic perspectives and forge a better common purpose while pursuing their collective objectives. Also, with our study, child care operators should be able to understand their intermediary organizations and to develop a better partnership with them by benefiting of their expertise and services (and be aware of their limitations).

mots clés

Child Care,Intermediary Organizations,Network,Labor relations,Human resource management,Public Policy,Ontario