De Speelhoeve (Emmaüs vzw)
At the beginning of 2025, De Speelhoeve in Vremde faced a difficult period. The facility offered warm, small-scale daytime support to children and young people with severe multiple disabilities, but the leadership vacuum weighed heavily on the team.
The daily operations continued to run thanks to good will and survival reflexes. Employees did what they could, but without structure and a point of contact, tension increased. Parents also noticed: new faces all the time, uncertainty about the future.
At that time, the board brought in Charlotte as interim and crisis manager. Her mission: to bring stability, restore trust and build a bridge between the board, team and parents. At the same time, we also look for opportunities for collaboration to cope with the precarious small-scale nature of the business.
Rest on the floor
Charlotte started simply: first listen, then act. She spoke to each employee individually to find out what was needed to continue. This not only provided insight, but above all peace. “Someone finally came and took charge,” says Line Smeuninx , at that time a physiotherapist at De Speelhoeve. “That provided stability. People could focus on care again instead of surviving.”
From that recovery work, small, consistent habits followed: short morning check-ins, clear division of tasks, consistent communication. They seemed like details, but they restored the rhythm of a team that had been running on adrenaline for too long. “Employees felt valued and could do things that gave them energy,” says Line. Parents also noticed the difference. The communication was clear, also about what had not yet been resolved. “Charlotte communicated openly and honestly, even about what had not yet been resolved.” “As a result, confidence grew again.”
Parallel to this process on site, a complex administrative process with merger discussions ran. Marc Pattyn , general manager at Zevenbergen (non-profit organization Emmaüs), remembers the start clearly: "De Speelhoeve was rudderless. There was no management and the pressure was high. We would not have been able to carry this without someone like Charlotte." He praises her ability to work with two boards at the same time, remain transparent and prepare decisions. “She kept everyone involved, from team to board, and that made the difference.”
“There was no leadership and the pressure was high. We couldn't have carried this without someone like Charlotte.”
Towards a bigger picture
As peace gradually returned, the belief grew that De Speelhoeve would be better protected within a larger whole. The team and parents were also aware of this and saw its urgency. The conversations with Zevenbergen went unusually smoothly: the question came in February, the letter of intent was ready in May, and on July 1, 2025 there was already a personal union. “We didn't think any longer than necessary,” says Marc. “That was necessary.”
The speed had another reason - besides urgency: De Speelhoeve and Zevenbergen work with the same target group and are barely a few kilometers apart. Bearing in mind the long waiting lists, parents are constantly concerned about where their child will go later. The connection was therefore logical, and at the same time essential to guarantee continuity.
Charlotte ensured that the merger did not become a fault line. She monitored communication, kept the team focused and ensured decisions were made properly. This way the transition was not a shock, but a gradual movement that gave confidence.
The right person at the right time
Both Marc and Line speak highly of her style. “Warm and crystal clear at the same time,” says Line. “Human, but knowledgeable.” Marc adds: “She brought peace, but also direction. That is rare.”
When her assignment ended, the organization was able to build on what she had established. Line took over the daily coordination, which ensured continuity and knowledge retention. “The agreements and habits have remained,” she says. “We still check in every morning. People talk to each other again, even when it is difficult. That is perhaps her greatest legacy.”
From January 2026, De Speelhoeve will officially be part of Zevenbergen within the non-profit organization Emmaüs. The small scale is deliberately retained: the homely feel, the proximity, the garden where children play and parents know each other. Marc agrees: “Everyone who comes in says the same thing: it is cozy here. We want to preserve that feeling, also in a larger context.”
RRR
The Speelhoeve experience is a mirror for many healthcare organizations: small teams under pressure, boards struggling with their capacity and a sector where collaboration is increasingly becoming a necessity. The power of this case lies in three words: peace, rhythm and realism . Peace on the floor, rhythm in communication and realism in the choices to work together. Know more about it crisis and interim management from S&L?
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