We have recently designed and carried out a four-stage recruitment process for our children’s home. We have been reflecting on some of the key learnings from this experience.
Over the past year, the word home has come to mean a lot more than it did before the pandemic. For children in children’s homes, the state of being and belonging that we all expect from being at home can be elusive. It’s not just the physical building that makes something institutional. It’s also the relationships between the people that are there.
At Lighthouse, we believe that it is time to change how we recruit, train and retain staff in children’s homes. Our approach will encourage stability and professionalism in staff and enable staff to build what all children in care need – secure, trusting relationships.
We have faced many challenges this year due to Covid-19, but we believe that sharing setbacks, learning from them and modelling resilience is critical to our values and aligns with the Human Learning Systems approach we have embraced.
At Lighthouse, we recognise that there are some key issues in the residential care sector. We are setting up our first children’s home to overcome these hurdles, and give children in our care the best shot possible. We believe there is a different way to run children’s homes, which will lead to better outcomes.
In Denmark, children’s homes are places of stability, comfort and support. Now a British entrepreneur is bringing the model to the UK…
It’s a late summer’s afternoon when my guide Henrik and I pull up to Josephine Schneider House. Henrik, a consultant and advisor to the Danish government
I was too young to remember when I was first taken into care, but the little that I do remember was broadly positive.
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