Rethinking Harmful Sexual Behaviour In Kids, with Alan Jenkins

Why do some young people exhibit this behaviour, and how to respond therapeutically

What if the most effective way to reduce harmful sexual behaviour in young people isn’t tougher punishment, but deeper connection? I sat down with Alan Jenkins, renowned practitioner and author of Becoming Ethical: A Parallel Political Journey With Men Who Have Abused, and Invitations to Responsibility, to unpack why isolating kids often fuels the very behaviours we fear. Drawing on decades of practice at the Mary Street program, Alan shares how shame, when held with care, becomes a compass for ethical connection—and how guilt alone rarely moves the needle.

Harmful sexual behaviour among children is typically framed as a problem inside the child, but the deeper story lives in connection, culture and shame. Alan Jenkins argues that when young people feel like nobodies—disconnected, judged, and stripped of worth—they become vulnerable to behaviours that masquerade as connection. Punitive systems then isolate them further, compounding panic and shame and driving the very cycles we hope to stop. Real change begins when adults stop fixating on the behaviour alone and start rebuilding safe, supervised opportunities for belonging, where worth is recognised and curiosity can be guided rather than condemned.

In school settings, the default response has often been suspension and silence. Jenkins describes patterns where communities avoid facing harm: staff split into camps, rape jokes leak into break rooms, the victim is ostracised, and bystanders are ignored. This shame-avoidant culture communicates that the community cannot bear the truth, so it is erased. By contrast, a whole-of-school approach acknowledges impact, centres safety and dignity, and creates space for ethical learning. When kids can speak without being crushed by judgment, they begin to see the other person’s experience. That moment of seeing is not an imposed confession; it is a shift born of imminent shame, the felt realisation of “What have I done?” which anchors a genuine ethical compass.

Jenkins differentiates shame from guilt with surgical clarity. Guilt, he says, is largely cognitive and too easily tidied away by punishment or forgiveness. Shame, when borne safely, carries affective force: it alerts us to boundary violations and sustains ethical restraint. The work is to separate mistaken, imposed shame—messages of worthlessness—from imminent shame that arises when a child recognises harm. Practitioners should not coerce this awakening; they cultivate it by honouring the child’s protests, strengths and history of sticking up for others. As mistaken shame eases, the capacity to see the other grows, and repair becomes possible.

Many children arrive steeped in isolation, sometimes with driven curiosity shaped by prior exposure to sexual material or harm. Sexual behaviour can feel like low-demand “connection” that offers a counterfeit of closeness, competence or status, especially amid cultural scripts that conflate sex with dominance and success. Online pornography provides a blueprint for objectification at scale. Against this tide, interventions must privilege supervised connection, community accountability and language that restores dignity. Asking “Why did you do it?” rarely works; it signals adult discomfort more than child insight and sends the message “you are what you did,” which entrenches avoidance.

Supervision and practitioner care matter as much as technique. Urgency from workers is felt as demand and invites resistance; ethical practice asks us to notice our own panic and shame and to align our actions with the respect we hope clients will show others. Jenkins calls this the parallel journey: if we want a young person to consider the impact of their actions, we must consider the impact of ours. By trading moral pressure for ethical curiosity, we help children integrate stories of courage and loyalty already present in their lives, and from that ground, face the reality of harm. Seeing the other is the start of repair; connection is the condition that makes that sight possible.

You can listen here:

You can watch here:

Transcript:

Colby: 0:00

Hello and welcome to the Secure Star podcast.

Alan: 0:05

And it’s my view that it’s the difficulties we have in understanding children’s sexual behavior and the difficulties in managing shame and responding to shame that keep these problems going rather than there being something particularly wrong with kids. The thing that we discovered in this work is that when children are feeling disconnected, they don’t feeling they don’t belong, they’ve got serious problems with connection when they’re feeling that they’re nobodies, that they don’t matter, that their lives don’t have much worth. These are conditions really where children are very vulnerable to engaging in harmful sexual behavior. The focus is put almost in some situations solely on the actual sexual behavior itself. When the issue is about connection and worth, shame helps us be attuned to the possibility of a violation of the boundaries of the other. See the other for the first time. And that’s that’s a form of otherness that to me, the antithesis of violence is really sort of a passionate interest in otherness. If we are hoping the person we’re working with will stop and think about the experience of the other, particularly the other, what does that mean if we don’t stop and think about their experience of the other? That sensitivity to the experience of the other, that helps us set limits, that helps us respect boundaries, that helps us form a discretion where we know where to trade or where not to tread. Guilt doesn’t have much effective force. Guilt is more a cognitive idea. I think guilt is often a shame avoidance thing. If I’m a client somewhere and my therapist starts to tell me what I should think or how I should, I should resist that. I should stick up for myself. That person has no right to do that. And I hear that statement, I didn’t hurt her. And I hear more than just a denial in that or a minimization. I hear this person probably has some sense of what hurt does.

Colby: 2:38

Hello and welcome to the Secure Star podcast. I’m Colby Pierce, and joining me for this episode is a highly respected former psychotherapist in my own hometown. Before we begin our conversation, I’d just like to acknowledge the traditional custodians of the land we are both coming to you from, the Ghana people of the Adelaide Plains, and acknowledge the continuing connection the living Ghana people feel to land, waters, culture, and community. I’d also like to pay my respects to their elders, past, present, and emerging. My guest this episode is Alan Jenkins. Alan has worked in a range of multi-undisciplinary teams addressing violence and abusive behaviours for more than 35 years. Rather than tire from the work, he has become increasingly intrigued with possibilities for the discovery of ethical, respectful, and accountable ways of relating. The valuing of ethics, fairness, and the importance of protests against injustice has led him to stray considerably from the path prescribed in his early training as a psychologist towards a political analysis of abuse. Alan’s most recent publication is Becoming Ethical: A Parallel Political Journey with Men Who Have Abused, published in 2009. Alan was the director of NADA, an independent service that provided intervention in family abuse, violence, and workplace harassment. He managed the Mary Street program for young people who have engaged in harmful sexual behaviour along with their caregivers and communities. And so much more. So, Alan, welcome to the Secure Start podcast. You refer to multi-undisciplinary teams. And I wonder if you’d just um tell us a little bit about what an undisciplinary team, multi-undisciplinary team is.

Alan: 5:27

Well, the teams like the Mary Street program and various um teams that I’ve managed, uh we are somewhat anarchic, I think, in our in our nature. We we uh we we tended to often take exception to some of the uh the kind of rules and imperatives and expectations about what a team should be, even even who should compromise it. Like we we tended to employ people because we thought they were really good at what they did rather than because they were of a particular profession or something that fitted. Um and I like the idea of people in a team that I’m in being innovative and experimental and trying out new things rather than being caught in a certain dogma uh that they were free to improvise. And we would work together, like we had a form of accountability, I think, that was really present. But I loved I loved it when people went off script and tried something new and shared it, and we often we developed a lot of exciting projects from that kind of notion. And I suppose it’s a bit of a take on the idea of a multidisciplinary team, which we were somewhat undisciplined.

Colby: 6:58

Yeah, yeah. I Alan, um, the other thing I would say is that as a psychologist, I kind of grew up in the knowledge of your work and in the knowledge of you uh practicing the profession. Um, well, I I won’t I I I’ll let you decide whether what you were practicing whether you were practicing psychology uh um or or something more um inclusive, I guess, uh of of various traditions. But suffice to say, I grew up as a psychologist aware of your work and um and in particular I think the one of your initial writings, uh Invitations to Responsibility. Um that’s going back. That’s going back. And that was and that was uh a publication that um related to your work with men who committed domestic violence.

Alan: 7:56

Yeah, it’s interesting. I I suppose it fits with the idea of the multi-undisciplinary, and the I never felt a very strong sense of belonging in the psychology fraternity, or it was largely a fraternity. Um and uh like I came into this work through more politics, through more a political understanding of how the world works. And of course, I began in the 70s, you know, when there was a time of uh political change and upheaval, and uh issues of uh family violence, of sexual assault were being named, and uh, you know, a woman’s movement was being developed. And to me, this was really exciting, and and it felt to me a political analysis of behavior around sexual violence, physical violence was far more helpful than a psychological analysis, which seemed to locate problems within people, within people’s either pathology psychopathology or deviance or whatever, where to me the work I saw was intensely political rather than psychological. Um yeah, yeah, so uh uh I I I I I look back at I to make sense out of it with this particular topic around harmful sexual behavior and children. I mean, we we set up the Merry Street program because we noticed um that a large percentage of children experiencing sexual harm, that harm was done by another child. You know, in fact, it in our experience back then we thought it was probably around 40 to 50 percent of what we knew about, and we didn’t have very good data generally in the community. And but it struck me as that the problems were not within these children, you know, there’s not something that you you know, people tended to think about it. Well, what’s wrong with that child, or why is that child doing that? The problem was much more within the networks, the sort of communities, well, I tend to call them the assemblages of uh the links between people and ideas and institutions that really had very limited understanding. They were very reactive to children’s behavior. And they with with this harmful sexual behavior, there was either a tendency to want to pretend it wasn’t there, you know, they’re not really, you know, and that’s a sense of shame. You know, we don’t want to see this, this we can’t bear this, that this is happening, or more recently, as it’s become more known about, to start to weaponize shame and to act in shaming ways, which uh um really are quite judgmental and and punitive towards children. So I I guess I’m interested in the politics of those networks and how they actually operate and what they do. And it’s my view that it’s the difficulties we have in understanding children’s sexual behavior and the difficulties in managing shame and responding to shame that keep these problems going rather than there being something particularly wrong with kids.

Colby: 11:46

And would you say that that’s the least well understood uh aspect of uh harmful sexual behaviours amongst children and young people? Or would you say that there are there are other aspects that are also very not well understood?

Alan: 12:04

I would say that’s the main thing that maintains that keeps harmful sexual behaviour going. And perhaps to look at like I guess some of these realizations, I uh it’s probably about over 40 years ago now. Gosh, it’s going back. Um, but I would we had the Mary Street program established, and I would have a number of referrals there from schools where where there’d been a sexual assault or a harmful sexual act taken place within a school community. And and and usually these were they might have been 12, 13-year-old boys generally, who it was generally uh a girl who uh was subject to that behavior. And you know, I’d have situations arise where I’ll try and combine examples so I don’t identify any particular school or anything, but um it you know it might be a uh 11, 12-year-old boy who’d um sexually assaulted a girl on the school oval, and there may have been a group of bystanders who had watched and had done nothing. And the school’s response typically was that they would in those days they would suspend the boys for perhaps four weeks and they’d contact us to see what we could do about it. But say, in the meantime, in this school, probably what tended to happen is there would be very little facing of what the impact of this was in a school community. So, like for example, it might be that the boy suspended uh was the local football hero. The school lost the grand final, and gradually the girl was ostracised within the school and almost seemed she was the problem that had caused. Um, and the girl would have to leave the school, you know, and go somewhere else. And I would go to the school and I would kind of notice shame, like I would notice that shame, but shame avoidance, people trying to erase it to try and try and rub it out or make things go back to normal. I’d I’d like I’d meet with the teachers group and I’d you know I’d find about say a third of the teacher group uh might be really hostile about the boy and what he’d done. Another third had the sort of attitude, oh, you know, boys will be boys, this sort of thing happens, you know, get on with it. Um and another third, perhaps in between somewhere like that. But I noticed in in a couple of these schools that rape jokes started to be present in the staff room. Like I see a school that was just not dealing with the impact of this in their community, like that girls were feeling unsafe in this place. What about the boys who witnessed this and were bystanders and did nothing? What how are they experiencing that? What you know, what looking at what’s happening in this school, people are saying, you know, or uh communicating in a way that we we can’t bear this, make it go away, let’s get back to normal. Let’s you know, there was that attitude of a sort of a shame avoidance of uh wanting to uh uh to just pretend this didn’t happen and it hasn’t had any impact. And of course, I I found well, how could you intervene in a school like that without having a whole school culture that started to look at what’s happened here? Yeah, which was quite a challenge in a number of schools. But then, you know, we we gradually started to have people take harmful sexual behavior and sexual assault more seriously. And then, and then of course you you start to find if you get what you wish for, sometimes you go and I look at current times where attitudes towards kids who engage in harmful sexual acts have become quite punitive, have become isolating of children, have become uh, you know, uh judgmental, of setting up forensic assessments that kind of almost demonize children, and um, you know, in in many ways have tended to our capacity to respond to this behavior has always been and still is extremely limited, extremely reactive, and often serves to simply reproduce the conditions that lead to that kind of behavior in the first place, where kids are feeling they’re uh judged, ordered, they’re nobodies, they’re disconnected from their peers. And of course, uh the thing that we discovered in this work is that when children are feeling disconnected, they don’t feeling they don’t belong, they’ve got serious problems with connection uh when they’re feeling that they’re nobodies, that they don’t matter, that their lives don’t have much worth. These are conditions really where children are very vulnerable to uh engaging in harmful sexual behaviour.

Colby: 17:56

Yes, uh it’s that um that that that observation of the importance of connection and disconnection, I guess that’s really um stood out for me in reading about your views about harmful sexual behaviors. I do remember going back 30 years or so, that um research into adult harmful sexual behaviour or pedophilia basically taught the the importance of connection was known, at least perhaps in some in some places. I think there were program there was a program in New Zealand that I remember hearing about in my in my training that um saw connection as being really important in um a really important mediating variable, for want of a better way of putting it, in um sexual uh uh sexual or harmful sexual behaviors or in fact pedophilia um amongst adult men.

Alan: 18:59

Yeah, but in fact, there’s a reasonable amount of evidence around now that if you’re going to intervene and make a difference with these groups of men, that uh the establishment of support circles they’re often called, or that that uh uh structures that provide a connectedness and that uh are one of the critical factors that if that’s not there, um many of these programs are quite ineffective. And when it comes to children, particularly children as they’re uh developing, some of the uh some of the notions that like what often happens when a when a it’s discovered or it emerges that a child is engaged in a you know in a sexual act that has the potential for harm, that the responses that we have are well they’re not responses, they’re they’re reactions. Like the first thing that’s put to a kid is um, why did you do it? What’s wrong with you? How could you? Now the children don’t know why they did that, they can’t answer that question, and when they don’t answer, somehow it’s almost seen as evasive, or they won’t talk, or or get the forensic expert to find out what’s wrong with you. But the message a child gets in that situation is that they what they’re hearing is that you’re disgusting. You are what you did, um you’re bad. And so that question of why did you do it, it reflects a lot more about adults’ difficulty in accepting that this behavior happens in the first place. It’s our own shame avoidance in a sense that has us, you know, uh, we can’t bear it. Why did you do it? As though there’s something that will reveal a magical answer here. Um and of course, the the next thing that happens is the child’s told to stop doing it. But it’s stopped doing it on our terms, it uh it with an urgency that we put, and for many children, they’re not quite able to just simply make that decision to stop doing it. So the message they get is that they’re not trying or that they’re being deceptive. In other words, you kids being told you’re weak, you know, that you know there’s something wrong with you. And then the the third message is really to stay away from other children. You know, so in the name of a safety plan, uh a child is um often often safety plans are set up and there’s no There’s no taking account of the fact that what this child needs is opportunities for connection. They might need to be supervised opportunities. They might need to be opportunities that have some guidance with them. But very often children are isolated. And the message they get is that you know you’re dangerous. You know, stay away from other children. You’re not wanted here in a sense. A message of disconnection. And so we we tend to have children in that situation becoming increasingly disconnected and isolated, and increasingly feeling that there’s something bad about them. And when a kid feels I don’t belong and I don’t matter, that’s a very dangerous, a very vulnerable, I guess, context to uh to place a child in.

Colby: 23:01

And then expect them to behave.

Alan: 23:04

Yeah, yeah, yeah, yeah, yeah. Absolutely. And so, you know, you wind up with with children who becoming increasingly dysregulated, you know, their sense of you know, when when kids, when any of us are not fitting in or are not connecting, we panic. You know, there’s a there’s a panic loss that’s that’s felt. And then when we feel well, there’s we’re judged, there’s something wrong with us, then shame becomes apparent. And those two panic and shame, those two affects, when they’re dysregulated and kids are desperate to avoid them, um yeah, we we have all sorts of problems.

Colby: 23:47

I love hearing what you’re talking about. I think it’s um re so relevant in a number of endeavors. I’ve already just touched on um adult um sexual uh problematic sexual behavior, including pedophilia. Um but even in the child protection system, um the judgment and and shame that is um incurred um by birth parents really, I guess flies in the face. I’ve long felt that it flies in the face of what we know to be the most powerful regulating influence over people’s behavior, and that is their connection with their connection with themselves and who they are, their connection with the significant people around them, and their connection with the community. And it’s community attitudes and mores and the desire to maintain connection that is a powerful regulating influence.

Alan: 24:49

Yeah, and and that connection is the central uh the panic about loss of connection is probably the biggest animating factor in uh in leading to inappropriate uh harmful kind of connections that that children try to make. I mean, I think people this is this is one of the problems now is that um there’s a tendency to want to forensically examine children and sort of categorize their sexual behavior on what do they call them, continuum, they’re not really continuums, but they’re called continuums from uh normal to moderately harmful to like the focus is on the sexual behavior itself, rather than on looking at what’s happening for that child in terms of their levels of connection with others and and their sense of their capac of sufficiency, of worth, you know, of competence. Uh these are the things that we need to be assessing, and yet they seem to be the focus is put almost in some situations solely on the actual sexual behavior itself, when the when the issue is about connection and worth.

Colby: 26:20

Is it too simple to say it’s about um what’s regulating and what’s dregulating the children?

Alan: 26:29

No, well uh that when when panic and shame become dysregulated, when they uh um perhaps if I look at what we learned about children at Mary Street, we um we soon discovered as we started to listen to children, which was a novel concept of the time, rather, to react to their behavior. Um, you know, we and when children felt safe, you know, when they felt we were not going to be coming down and judging them and uh relegating them as losers in the loser bin, um, we discovered that most most kids, the pathway to inter harmful sexual behavior was generally curiosity. It was generally something that you know we think kids should be curious, they should be interested in the world and looking out. And sometimes it was driven curiosity, like when a child had been exposed to some sort of well, you you know, you you could have a child that had been exposed to um sexually harmful behavior themselves by uh by another, or you could have a child that had been exposed to some sort of sexual stimuli of some kind, or that they were not able to make a whole lot of sense of in a way. I mean, that leaves an affective impression with a kid, and and um so sometimes the curiosity was somewhat driven. But we noticed that it was for the kids that we saw, they were kids who presented. They were isolated, they were they were they had very little secure connection, often even within their families sometimes. But um, and they they felt, you know, so their sense of panic around that was high. And this and the sense of shame, they were steeped in shame, they would kind of be almost folded up into themselves, and any mention of their behavior would just fold them up even more. And and we looked at how kids, it wasn’t anything about a desire to uh intrude or a desire to uh harm, or you know, most kids in that situation are quite vulnerable to forms of connection that have low social demand. Um and and of course, sexual behavior is is exactly it masquerades as connection. It um and it’s not surprising that a vulnerable or a younger child will become targeted in this. And if you if you ask a kid, you know, why you chose that person, and when they’re in a space where they can be honest about that, they’ll say something like, well, he or she was easy, you know. Um and uh the interesting thing is often in a safe space as that say that, you’d see a different kind of shame emerge, the realization that what I did was take advantage. And that’s a very different, which we can talk about later on, I guess, form of of disgrace that that’s felt, that that’s quite ethical, you know, sort of seeing that other child. But coming back to what I was saying, the um the vulnerability to these kinds of forms of of connection that masquerade, and they masquerade as connection, they masquerade as uh things that build competence. And of course, the thing we don’t look at, you know, we can be shocked at children engaging in this behavior, but we don’t look at the fact that this doesn’t arise out of the blue. Well, you know, we have a a cultural sexual history in in our communities that that conflates sex, particularly for males, with success, with conquest, with dominance, um, you know, with intimacy, yeah, sex as an anaesthetic, how to deal with troublesome and worrying feelings, you know, sexual behavior. And and of course, we’ve got on the uh the internet, we’ve got blueprints for how to objectify, how to do objectifying sex or how to do sexual harm are freely available to kids. So, I mean, you know, it it’s it’s hardly surprising to me that um these forms of behavior emerge in this kind of situation. And of course, if we if we don’t understand that or we don’t find ways where we can be responsive to that, uh we we wind up becoming judgmental, we subject these kids to the same social hierarchical order that causes the problem in the very first place. You know, our efforts to try and intervene in a problem very frequently uh exacerbate that that particular problem.

Colby: 31:57

Yes. There’s a lot I could say about that, but Alan, I want to pick up something that I think you said that was really important just a moment ago, which what’s really important I think to pick it up, which is that um when when confronted with the their reasons for why they why the children um identified a certain target, there was there was uh a reaction that reflected a sense of of personal ethics about um about how you you treat others, which I think which I would I just wonder what your thoughts are about how surprising that would be for people to know that that that notwithstanding that they’ve engaged in harmful sexual behaviour, there’s there’s that reaction to their own behavior.

Alan: 32:59

Can I answer that with a story?

Colby: 33:02

You can.

Alan: 33:04

One that is uh not a specific case, but um well I’ll I’ll I’ll make it a combination of uh of uh so there’s nobody identified, I’ll combine it because it it’s typical and it cut it cuts right to the very question you’re asked asking. Because these are typical of kids that are we’re referred to Mary’s too. They might be 11, 12, 13-year-old, and that harmed a child. Uh perhaps it was in in daycare, you know, where this kid had been in a number of placements. Actually, we’ll make him we’ll make him an aboriginal kid uh in in this situation, who um was seen when when when he’s referred, he’s seen as um he’s uncooperative. He he’s he’s done this terrible act to this little child, and he won’t talk about it. He in fact, you know, he doesn’t say he didn’t do it, but he just doesn’t say anything, you know. He doesn’t seem to care. Um he’s had all these forensic assessments over time that suggest, and as I read the as I read them, I I see words like sex offender, you know, I see words like uh uh lacking in empathy, I see self-centered, I see um uh and eventually I see the word conduct disorder, which seemed to be a kind of a nice rubbish bit to put to put somebody who didn’t fit anywhere else in. This we’ll we’ll we’ll say this particular kid will will he’s perhaps been removed from his family when he was, you know, eight years old. Um he’s been in about five different placements. In some, he’s actually been subjected to abuse himself. He’s had to be pulled out of the placements. Um he’s uh uh his school reports are really interesting because he he starts off at school when he’s not learning, you know, and he um and they wonder why, and you know, and they they don’t think that maybe something with his style of learning doesn’t fit here, and that he’s being racially harassed every day as well. But but he’s seen initially as having a learning problem, and they bring in the experts, and that doesn’t work, and then he’s seen as having some sort of perhaps emotional difficulty, and then he’s seen as having a bad attitude, and then he’s seen as having a conduct, as it were, in the end, and uh and he’s he’s aggressive because he’s always in fights with other kids, you know. And I meet this kid, and and he’s he’s steeped in shame, like he’s you know, like a Francis Bacon painting, it’s sort of almost folding in on it as though it might disappear, you know, like um, and um of course I’m not gonna ask him about the sexual harm of this child. I but but but I became a bit interested that um he got into a lot of fights, and you know, and I I find myself a bit intrigued with the kids we meet with because protest is something like from my early political days, protest was kind of the central political thing that I thought was important. And I saw this kid, and I asked him, I started to ask him a bit about whether, you know, we got talking into whether he’d stuck up for himself, and and a lot of his fights at school, you know, were you know, were in there was an element of protest. Yeah, there was more than protest. I mean, he sometimes did some kind of mean things himself, but but there was an element of protest there that I became interested in, and we talked about sticking up for yourself when things feel unfair, and um you know, and I talked a bit in my life about sticking up for things. I kind of agree with stuff like that. And then I just started to become interested in like he’d he’d got through these five placements, he’d been taken away from his family as a little kid, you know. Um, and I and I discovered that as a seven-year-old, he um he’d tried to, his dad had left, his mum had a real big alcohol problem and couldn’t manage things in the family. And as a seven-year-old, he he he would go out and get food, he would look after his younger siblings, he would try and look after his mum. When a man came into the house and um was gonna hurt his mum, he would try and stick up for his mum, and and sometimes this guy would kind of uh call him a waste of space and knock him away when he tried. And of course he felt he felt ashamed, he felt he couldn’t do it, he couldn’t, he couldn’t look after his mum, he couldn’t, he he just wasn’t, he couldn’t manage it. Um but I also became really interested in why he tried to stick up, why he tried to do those things, and I started to learn because he loved his mum, you know, he really he he he saw his siblings, they needed him, you know, to to get food and stuff like that. And so, you know, we we we and this to me is where shame comes into this because we hold we hold the sort of shame he felt at not being able to, you know, stand up to these men to be able to manage looking after his family and things like that as a little boy, but we also hold this the story that he he tried to protect his mom, he’s he made sacrifices at times, you know. He and I I became really interested in why he did that and why that was important and what that said about him, you know. And so we’re having these kind of stories that help to resettle, you know, instead of trauma being processed and winding up with all it says is that you’re a shameful, worthless person, culpable person, that there’s something else about this young man. Of course, what happens then is you can have all sorts of other conversations, and that’s where this in coming to your question about other forms of shame, of how they work. And I discovered, I discover with this boy, we we start to talk about something comes up around the girl that he’d abuse, and then I noticed his head falls, he folds in on himself, he’s clearly feeling you know, feeling intense shame. And I say, I ask him, What are you what are you seeing? What’s going on? And he says to me, he says, she was only a little kid. And I said to him, and that’s not you, is it to pick on a little kid? You know, you’ve tried to stick up for little kids in your life, and he started to cry. And um, and I’m full of wonder because I’m thinking, how the hell is this boy who’s been through all of this crap, who’s been done to most of his life, who’s not really had anyone stick up for him much? How is he able to stop and feel ashamed about what he did to that little girl? How is he able to find that when he’s had so much done to him? How has he been able to survive the five placements? How has he been able to try and do his best to look after his mum and stuff like that? Now, I that form of shame that he feels at that moment is transformative. That form of shame is imminent. It’s not coming from being judged as lesser than, it’s coming from a sense, my God, what have I done? How could I have done that? It’s an imminent form it’s an imminent form of disgrace. And it’s really what shame is there for. Shame is there to help us to kind of establish boundaries, to establish, to establish, it’s part of establishing connection with others. Shame helps us be attuned to the possibility of a violation of the boundaries of the other. Shame is about connection. Shame is the shadow of love in that particular kind of notion. And here’s here’s this boy, despite everything he’s been through, he’s able to see that little girl. Shame enables, that kind of shame enables us to see the other, to see the other for who that and and when we do that, if we can help a child or an adult, whoever it is, to hold that in a way, what does it mean that this boy has been able to stop and to be able to see the harm that he’s done, to be able to see that child, to be able to see the other? What would it say if that boy could see what he’d done to the other and he didn’t feel bad? What would that say about him? Yeah, this is about integrity in a way. And and now, obviously, in working with children, I’m really mindful of not overloading them with a kind of a um that bit by bit, um, when some of that what I call mistaken shame, you know, the shame that’s attributed by others, you’re not good enough, you’re too fat, you’re this, you’re not man enough or whatever, the kind of uh that children become oversensitized to and dysregulate. This when that is managed a bit, then a more imminent form of shame, I think, is uh able to be accessed. In fact, I don’t need to bring it up. Uh I don’t shame. If I put shame onto that kid, or if I tell him, you know, you’ve got to face up to what you’ve done, you’ve got a man up here, well, that is a shaming intervention. But if he’s in a space where He’s recognized what he believes in. He’s tried to stick up for his family. He’s tried to tries to stick up for himself in fights. In fact, he has stories of sticking up for others. When there’s something ethical comes forward about that, then inevitably he will be more likely to experience that kind of imminent shame, that sense of disgrace that comes from you’re able to see the other. You’re able to, and that moves you in a way uh which is consistent with ethical connection. So I hope that makes sense. I’m trying to sort of move into a space with a story that looks at shame in that way.

Colby: 44:47

Look, it make it makes perfect sense to me. Um I do wonder that, well, there’s there were so many questions I could ask, but one was, um how would you respond? I guess, and this is a question without notice, and I apologize for that, but the people who refer have a very have a very clear idea or very clear expectations about what they think you should be doing when you accept the referral. And so in these circumstances, often enough, what people would expect you to talk to the young person about their behaviour in therapy. And um and yet, and I totally agree with you, the therapeutic work is not done through through directly addressing that behavior head-on to the exclusion of anything else. The therapeutic work is about is to get to know, have a much more complete understanding of the young person or child, and acknowledgement of the kinds of things that you’re talking about. And in those circumstances, the child is uh is often, if not always, able to accept um that what they did went against their own sense of personal ethics or of ethics. Um and and there you said there’s a there’s a transformative shame associated with that. So there’s kind of two questions in there. What do you say when people say you should be talking about that? Um and maybe what you also think is um the tr is the transformation that occurs with that shame.

Alan: 46:36

See, I’m when it comes to uh repositioning shame, I’m interested in how to uh how to deal with the mistaken shame, with the you know, that little boy who’s tries to help his mum, his dad knocks him aside, says you’re a waste of space. How how do we find, how do we acknowledge that shame is there? He feels he’s not capable, he’s not up to it, he’s not good enough. But there’s also more to him, as I said. There’s something about his efforts in trying and his uh his courage, his loyalty, and so we’re we’re looking at creating a space that is relevant to him, not what I want him to do, not that I want him to face up to what he’s done because that’s what he should do, that’s my moral imperative for him. I’m interested in what he’s capable of. And I’m interested in the fact that if he is in a space where he can identify that he does value, he values fairness, he tries to stick up for himself, he um he values loyalty, he loves his mum, he misses her incredibly. He might have a grandma somewhere who has had his back in the past that’s been really helpful. Um, and out of bringing forward or helping to name, that there’s more to him than him being a loser. There’s more to him than him feeling ashamed, that he’s not good enough. In fact, there’s strivings that he has, that out of that will probably come some awareness that this behavior is not okay, that he’s engaged in. And he will he will see that, like this boy did. Um, he will he will have a moment where he notices, like, like I I see that with you know with with adults who’ve hurt their children, you know, like who know that that behavior’s wrong, but then there’s a moment sometimes where thinking of one particular man who uh was really trying hard to forge a less aggressive kind of relationship with his son, you know, and he was at an access visit, and he went to shake his son’s hand in a moment of wanting to show respect for something his son had done. And the son saw the hand coming and flinched. Yeah. But this man saw the flinch. For the first time, he saw his son’s fear and that these moments they don’t come from somebody dictating, you know, you’ve got to face up to what you’ve done to your boy. They come from an imminent sense, from a they come from that form of shame that is uh that kind of enables the seeing, I see the other for the first time. And that’s that’s a form of otherness that like to me, the antithesis of violence is really, you know, sort of a passionate interest in otherness. If we become interested in the other, and we we need to do that out of our own ethics, we can’t have somebody tell us you should be interested in the other, um, then the possibilities for that arising are present. And that that is purely ethical. It’s not moral, it’s not exp, yeah, it’s not you know, sort of pushed from outside or demanded or as an imperative. It’s something that’s imminent that that arises. And even some of the most, you know, the the kids that seem to be you know limited in their capacities around thinking or whatever, the sense of being able to see the other is something you can generally engage with uh if there’s a respectful and resonant connection there. You know, that what it it’s really based on if we if we are hoping the person we’re working with will stop and think about the experience of the other, particularly the other that they’ve heard. What does it mean if we don’t stop and think about their experience of us? There’s something in the nature of the relate, there’s a parallel journey that we’re on here. And if we start to expect, well, there’s a cartoon I love which um uh I think it’s Kathy Wilcox, um, and it’s got a got a child talking to the parent, and the the child saying, How come it’s evil and underhanded when they do it, but heroic and wonderful when we do it? And the parent says, without missing a beat, what part of us and them don’t you understand? And uh and and and and I kind of think um, you know, this this to me about a relationship we have with a whether it’s an adult or a child, um, it’s not what we say, it’s what we do that is relevant here. And if I’m hoping that the man I’m working with or the boy I’m working with um will realize something about the impact of his actions upon another, then I want to be absolutely attuned to the impact of my actions upon this child. Uh otherwise it’s a kind of a uh it’s an overload. It’s uh it’s somehow expecting something that we’re not providing. And to me, the that that is a critical part, I think, of well, I think of any therapeutic work in any field, to be honest.

Colby: 52:57

Yeah. We’ve you’ve talked about shame. Another um emotion that is prominent, I guess, you could call it emotion, you could call it a process, I guess, as well as guilt. And I wonder how you would distinguish the relative places of shame and guilt.

Alan: 53:17

Yeah, yeah. So that’s a good question because because guilt gets tossed around. Guilt is sort of shame-light. Um the to understand something about shame, like from the place I come from is really uh uh affect theory and the people like Tompkins Panksap Shaw, who kind of a neuroaffective science mob who I think have that have the clearest understanding of that, and they see panic, panic loss, they see shame often working together as kind of primary affect systems. They’re the systems that animate behavior. If we’re looking at at, you know, Spinoza talked about um bodies connecting, he talked about the canatus of a body, which is its uh uh its tendency, its capacity to endure, to exist, to continue to continue its own existence. And it’s through connection with other bodies affect and be affected by other bodies. Now, if we look at how bodies move in an assemblage or in a network, how they connect, um, there are politics that set directions, you know, the social ordering politics, the various kinds of requirements and demands, but but bodies move through force, through affect, and it’s affect that animates this kind of movement. And some of the primary affects associated with connection, panic loss, shame, um, that are vital. How could we have connection with how could we have ethical connection without shame? I mean, look at some of the leaders around the world who demonstrate a seemingly shameless kind of way of operating. You know, shame, shame, shame is that attunement, that sensitivity to the experience of the other that helps us set limits, that helps us respect boundaries, that helps us form discretion where we know where to tread or where not to tread. And to have to have connection without shame. I heard a German guy, Schneider, said to extirpate shame from relationships would be like taking the brakes off a car because they slow it down. You know, like it it this is kind of a vital aspect, and the formation of an ethical compass is really contingent on imminent shame. Now, the if we look at shame has an affective force to it, it can feel toxic, you know, like it’s not easy to manage, as we know. You know, we we we experience, you know, Raymond Gator talks about remorse. He says, you know, when we have that sense of the shock of wrongdoing the other, that my God, what have I done? How could I have done that? I mean, it’s a horrible feeling, but yet it’s a vital feeling in a way, like of of forming, uh, forming discretion in connection. Now, now compare that with guilt. Guilt doesn’t have much affective force. Guilt is more a cognitive idea. It’s more it works well in courts of law and things like that. Guilt can be um guilt can be uh dealt with through forgiveness or punishment, you know. You can the guilty can then let it go. Shame actually engages our bodies. Shame holds us in a place, in fact, we might run away from it, but it will follow us, you know, it kind of until we find a way to actually hold it and address it and recognize the the you know the uh the importance and the necessity of it. I think I think guilt is often a shame avoidance thing. You people like to, in this area, people like to say, well, no, guilt is good because um you can say to people, uh, yeah, you’re a good person, but you’ve done a bad thing. And uh now I I don’t mind the concept of a person recognizing that there’s goodness and that they’ve done a bad thing, but it’s how you get to that point. You don’t get to it through cheap guilt, you get you get to it through a struggle, and it need you you need to be able to see the other to be able to really recognize there’s something of integrity in feeling shame. You need to be able to hold the hurt that you’ve done, you need to be able to hold shame in a way and to bear it, to uh you know, to be able to genuinely um I suppose move into that space of recognizing that there’s integrity in that, and yeah, there’s a suffering in that too, but it’s real, whereas I think, and then people can work to a point of recognizing that as this boy I was talking about, he he um he starts to think. I I I ask him things, I I’m helping him to hold this. See, if you could see that little girl, you didn’t feel bad, what would that say about you? And he says, I’d be I’d be just a shit, you know. Um, what does it mean that what is it taking for you to be here with me and we’re looking at that little girl together? What is that taking? Uh is it courage? Is it like how much? Where where do you feel that in your body? Where do you feel shame? How big is the feeling of courage there? You know, so we’re we’re looking at how at repair in a way. We’re looking at um a notion of integrity, of being real, of being true to the values. Like you couldn’t do this if he hadn’t identified the fact that he’s a kid who’s stuck up for other people, who’s tried to look out, who loves his mum, who loves his siblings, who misses them incredibly, who’s tried to help them. You couldn’t you couldn’t do that work then with shame without that first bit being there, you know, that is about him. And again, it’s where it’s important, it’s not about me. It’s not about that I think he should feel this way, or it’s the fact that when he does, of helping him make sense of that, of helping him see what that says about him, what it means about him as a person, how it fits with the man he wants to be, you know, that of helping him hold that in a way that has ethical integrity to it. That that to me is where, and and I don’t in my mind, the the idea of guilt doesn’t really cut it because it doesn’t have the emotional force, doesn’t have the affective force in it. You can move into it, but um to start there is not is not is not um authentic to my mind.

Colby: 1:01:07

Yeah. Previous guest, uh Lisa Etherson, author of Shame Containment Theory, was talking about um in her research, she had what she had noticed is that Freud pretty quickly moved away from shame into guilt.

Alan: 1:01:23

Yeah, yeah. Yeah, and and and it may have been a shameful move. I don’t know if you but um there’s a number of stories about possibilities there that we won’t I won’t go into, but um but yeah, it’s been ignored. Like, well, I mean I I started my career in the 70s, and um, you know, that shame back then was seen as just a problem, it gets in the way, you need to get rid of it, you need to throw it off, uh, because it it stops us from flourishing and from doing the things that we we want to do. And yet, you know, you look at the processes of working with the kind of shame that yeah, we need to stand apart from. Um this is this is another this this this young man I do have permission to tell stories about. So um he um he’d been as a as a sort of uh early moving into adolescence boy, he’d been sexually abused by uh a church youth group leader. And um he felt incredible shame. He liked he felt this sense of I shouldn’t have let this happen, I should have stopped it, I should have, you know, I’m just a bad person, you know, like a the sense of culpability and worthlessness was incredible. But he made a statement at one point that said, as he was working on this stuff, oh he he just he this just followed uh a suicide attempt where he’d taken all his mum’s tablets and wound up being in hospital, and they were saying to him, it’s not your fault, it’s not your fault, but they weren’t engaging with his shame. You know, this was an imperative. Take take the shame away, it’s not your fault because I think it’s not your fault. But you know, for this boy, um he had there was a moment where he he was looking at um, he made a statement that said, uh now um now I think the abusing person was trying to bribe me. And then he said, but I still wanted the things he bought me. Okay, so he’s now his emphasis is on I still wanted the things he bought me. So his the sense I had from it was mistaken shame. You know, this is I’m and and I I thought rather than tell, you know, if you tell him it’s not your fault, what’s that gonna mean? It’s just my opinion. But instead, I I asked him, when you know, tell me about this bribe. What do you mean now I think he was trying? This was the minor part of his statement. It is to me, it was the major part. What do you mean, bribe? You know, what is a bribe? How how was he trying to bribe you? Why do you think he was giving you those? What do you think he had in his mind? You know, so we started to. This is not psychological work, this is political work. It’s looking at the politics of uh grooming and and and the setting up here. And then as he was thinking, you could see his eyes go up, and he and this look of disdain came across his face. I said, What are you seeing? And he he had an image of this man giving him his car keys. So you know, as a 12-year-old, he let him drive his car, that was so cool. Um and but he was seeing he said, I said, What are you seeing? I see he said I can see his smirk. And the smirk, you know, and I said, What’s that smirk? What what’s it saying? What and then he kind of looked enraged, and he um he said, he knows and like this is an affective moment here where another connection around shame is actually operating, where from that point there was a real difference. He was able to start to discriminate whose shame. Shame is this? Where does this shame lie? You know, who is culpable in this particular situation? Yeah, so I’m I’m particularly concerned about how we engage with shame effectively. And looking at where guilt and things like this come into it are not, they’re not, they don’t have the affective force that shame does, but but they also are not easy. You know, this this kind of work is never, never easy to to hold. And we all know, like when we’ve felt ashamed about something that we’ve done, we know what it’s like to carry that and how to try and repair and what that means. And sometimes things you can’t undo. There are things we can’t repair. There’s damage done that can’t be undone. Uh, there are all sorts of things that come with this, but um yeah, sorry, I’m I don’t know whether I’m staying with your question even now. Well, I think what your question was.

Colby: 1:07:08

I I leave you lead me to be um wondering, I thought yeah, you lead me to be wondering what what advice would you give, or um what do you think it’s really important for people who are working professionals who who are working in this space to have a to understand to know. And I I guess when you said it’s really difficult work, and it is, I I wondered particularly about your thoughts about supervision and what that would look like.

Alan: 1:07:44

Um about supervision of practitioners. Practitioners. Um I I think my focus is always on um becoming attuned with our own effects, our own, our own panic loss, our own, you know, when we’re working with somebody and we we start to worry, are we are we connecting properly? Are we getting through? And and how our panic and the panic of the person that we see who often feels this person’s gonna shame me, is gonna put something or have an expectation of me. How how we attune our uh our affective experiences, how how we attune to our own shame too, that when one of the biggest things in this work when I’m supervising people is the tendency to the urgency that um often uh workers have, the I’ve got to get in there, I’ve got to make a change here, I’ve got to make this happen, and how that urgency is picked up as a demand by the client who then rightfully resists it. If if if I’m a client somewhere and my therapist starts to tell me what I should think or how I should, I should resist that, I should stick up for myself. That person has no right to do that. Um and then how often as a worker that we become then worried about our own adequacy, our own capacity. Am I doing well enough? Am I getting through? Now, these are the exact same affects that are experienced by clients who are panicking about the connection and and and and worried about feeling judged, you know, by us. And and we listen to our clients and how we attune in there is probably the biggest thing. When we start to hear, when we like, for example, that boy I’m talking about, if if I if I start to get urgent about needing him to face up to the fact that he’s abused, I mean that’s important. There’s the, you know, I guess the work is about helping him to be able to do that very thing. But if it becomes at my urgency and my, you know, I’m I’m pushing that, uh, you know, I become a kind of colonizing force to some way in that person’s life. I I start to uh I start to the the resistance that he might build, the protest is what I prefer to call it, um, I’m this is a two-way street, I’m encouraging that, you know, and and it can escalate, you know, and that’s why you often have men, you know, come into a therapy, you know, and they pick up judgment, yeah, you know, and they react. You people, you’re always on the woman’s side, you know, like it, you know, there’s that we contribute to that. And we need to be able to step back and listen and find out what’s important for them. But with that boy, I was I was not interested in making him face up to something. I knew he wouldn’t be able to do that, and it would be putting an impossible demand on him. But I saw that there was some energy, and I often find that around protest. Yeah, sometimes people protest a bit about even being there and kind of having been sent to see me and things like that. And I’m interested in that. I like that. I like the fact that a kid will stick up for himself, and even though his mum’s saying, No, no, you talk to Mr. Genius, you know. And and I engage with that because I love, you know, and often because, in a sense, for young people to break out of a social ordering process that diminishes them and makes them feel like losers and disconnects them, I think it needs protest, it needs sticking up for yourself. And of course, the initial protest is often a bit misguided, you know, it might even be harmful to others. Um so I I guess my sense in supervision is much more geared around the what I call the parallel journey of how we’re aware of our own reactions and responses, and how we how we become interested in the other. How we don’t let our urgency or our shame or whatever stop us from becoming interested in what’s important for the other person. And most people I work with, beyond their um blaming or contemptuous behavior, whatever, abusive behavior, whatever it may be, there’s generally something more. There’s generally something else that um that they’re interested in. And I often find I get all of that. Um if if I’m getting all of that sort of uh reactive behavior, I’m asking myself, what am I doing? That perhaps is inviting that in a way. You know, how am I participating in this in a way? How can I step out of that and notice what else is there? Like I I have a lot of kids might say to me, you know, I don’t know what all the fuss is about, I didn’t hurt her. And I hear that statement, I didn’t hurt her. And I hear more than just a denial in that or a minimization. I hear this person probably has some sense of what hurt does. And he and what would it mean to him if he realized that he really had hurt? What would that mean? So I file it away, and it’s there at some point where I know it’ll be a useful thing to, you know, a boy who tried to protect his family, who he he some kids do incredible things like you imagine a uh, you know, the stepfather’s come home as drunk, starting to fight with mom and this nine-year-old. He um he’s hearing this happening, and he has an idea, and he uh gets his little brother to hide in a trunk. Then he runs into the room where dad’s about to hurt mom, says, Mom, mom, mom, uh, David’s run away, David’s run away. And and the fight stops, and everyone, where the heck is David, and goes out searching. And I hear I hear a story like that, and I think of a little boy who’s come up with that brilliant, kind of smart idea. And um, you know, and and and and I’m intrigued with um what that’s about and and this protect and and I hear that um his uh he he looked after his he’d get his sister and his little brother to uh hide away, protect them when uh there was alcohol around the house and stuff. And I hear that, in fact, his little sister saw him almost as a bodyguard. And then some years later, he sexually abuses her. Now, you think if you don’t know the story of this boy who’s tried his best to look out for his sister, and so once I understand something about there’s a lot more to him, you know, he’s another kid that says he doesn’t have any empathy in the reports. How’s he done all of this around his sister? And you know, but um you know that at a later point, um, when we’ve established something about what’s important to him, about and I can ask him uh something like can I ask you something about you what what happened with your sister? Um how did she see you? How did she look to you before this happened? And then there’s a sense of shame because this bodyguard thing is in his mind, you know. Um I was her bodyguard and then I went and did this to her. You know, there’s there’s uh it’s not me uh shaming him, it’s me uh asking him to step into a space where he can see her, where he can experience something, and then helping him hold that of what what it means to be a brother who realizes when you’ve hurt your sister that hey, that’s not okay, of seeing her, what this says about you, what you want to do about it, um, become really important issues.

Colby: 1:17:03

Yeah. I’ve really enjoyed speaking to you about these things. Yeah, these matters, Alan. I hope you’ve enjoyed uh the process as well. I really a lot of what you said very much aligns with the work that I do as well, and um so I feel I feel validated uh l listening to you speak in the way that you have, and I hope uh other people in the sector listening to you feel the same way. Um there was such a lot to draw from and think about conversation as much as I could. I think a bit of a rapist have a history of sending up some body and discipline. Well thanks Alan. That was great and um thanks for the opportunity, Kelby. It it it may well be great to it well, it’ll undoubtedly be great to perhaps catch up with you again in a little time. Yeah, yeah, yeah. Enjoyed it.

Alan’s Bio:

Alan has worked in a range of multi-undisciplinary teams addressing violence and abusive behaviour for more than 35 years. Rather than tire from this work, he has become increasingly intrigued with possibilities for the discovery of ethical, respectful and accountable ways of relating. The valuing of ethics, fairness and the importance of protest against injustice has led him to stray considerably from the path prescribed in his early training as a psychologist, towards a political analysis of abuse.

Alan’s most recent publication is ‘Becoming Ethical : A Parallel Political Journey With Men Who Have Abused,’ published in 2009.

He was a director of Nada, an independent service that provided intervention in family abuse, violence and workplace harassment. He managed the Mary St. Program for young people who have engaged in sexually harmful behaviour, along with their caregivers and communities.

Related Podcasts:

If you enjoyed listening to Alan, I envisage that you will also enjoy the following:

Lisa Etherson:

Vicki McKeown:

Links:
Patreon: https://www.patreon.com/c/TheSecureStartPodcast
Podcast Blog Site: https://thesecurestartpodcast.com/
Secure Start Site: https://securestart.com.au/

Disclaimer: Information reported by guests of this podcast is assumed to be accurate as stated. Podcast owner Colby Pearce is not responsible for any error of facts presented by podcast guests. In addition, unless otherwise specified, opinions expressed by guests of this podcast may not reflect those of the podcast owner, Colby Pearce. Finally, all references to case examples are anonymised to the extent that the actual case could not be identified, or are fictional but based on real-life examples for illustrative purposes, or have client consent to talk about in an educative context.

From Chaos To Calm: Routines, Relationships, And Real Change In Residential Care, Tom Ellison

From Chaos To Calm: Routines, Relationships, And Real Change In Residential Care

Quality residential care for children who have experienced trauma starts long before any therapy session. It lives in the culture of the home, the clarity of purpose, and the daily rhythm that makes life predictable enough for healing to begin. Experienced organisations describe how knowledge seeps into the “wallpaper” over time: shared language, trusted rituals, and the confidence to pause and think. Reflective spaces matter because staff carry complex feelings that need sorting, not suppressing. Without room to think, practice drifts into firefighting. With it, teams align on a simple aim: help each child feel seen, safe, and understood, then build connection on top of that safety.

Understanding isn’t a soft extra; it is the work. One story shows why. A boy became volatile every evening around bath time. Staff felt scared and resentful until a life story worker shared a missing piece: as a younger child, he was punished with cold baths and held underwater. That single fact transformed how the team felt and acted. They softened bath time, stayed close, and let empathy guide tone and timing. More than tactics, it was the emotional shift that eased the storms. When we know a child’s story, our stance changes from “stop this” to “I get why this is hard,” and behaviour often follows. Curiosity beats control because it treats the child as a mind with a history, not a set of problems to manage.

Routines and rituals are the unsung heroes. They create a steady beat that steadies bodies and minds. Meals at known times, a Sunday ritual everyone can name, bedtime that doesn’t slide around, and roles that are clear reduce guesswork and anxiety. Predictability is not dull for traumatised children; it is relief. The running of the home should be “boringly” consistent so relationships can carry the colour. When homes rush to add models, labels, and jargon, staff drown in concepts and children still don’t know what happens next. Start with the basics: reliable routines, agreed boundaries, and a shared understanding of the primary task. Add reflective practice to tune those basics to each child.

Admission itself is a major intervention. Moving from one world to another is unforgettable, and how a home claims a child sets the tone for belonging. Sending a key worker to meet, bridge, and “claim” the young person helps answer the first-night question: who will keep me alive here? Belonging grows faster when one adult becomes the gateway to the wider team, rituals signal “you are ours,” and the environment feels warm and homely. This foundation lets therapy take root. As clinicians remind us, therapeutic impact depends on dose and context; a technique without the right environment often does nothing. A well-held daily life is already therapeutic, and it makes formal help far more effective.

Staff hold a parental role, but an enriched one. Ordinary parenting isn’t enough when early adversity has shaped development. Children may function well in calm moments, then buckle when routines touch old fears. Authority therefore must be consistent, compassionate, and shared across the team. Boundaries like phone use or curfews are hard to hold if staff disagree or legal orders sow confusion. Still, good parenting means sometimes saying no and always explaining why with care. The aim is not compliance for its own sake; it is safety, dignity, and the experience of being held in mind. Over time, kids test, watch, and learn: do you keep me safe when I lose it? Do you stay when I push you away?

Ask alumni what mattered and you hear the same themes: love, belonging, and small, joyful moments. A weekly quiz show, a silly in-joke, a hot chocolate after a hard evening. These memories are not incidental; they are the texture of healing. For new workers, this is good news. You don’t need perfect theory to matter. Bring steady presence, protect routines, get curious about one child’s story, and use your authority like a good parent would: firm, fair, and warm. Keep building that reservoir of knowledge, together. The child won’t forget how you made their world predictable and how you made them feel understood. That is what transforms futures.

You can listen to the podcast episode here:

You can watch the podcast episode here:

Transcript:

Colby: 0:00

Hello and welcome to the Secure Start podcast.

Tom: 0:04

Organisations that have been engaged in this work for a while tend to be pretty good at it. I’ve been involved in a number of startups over the last few years. And there are things that you can do that help. Regardless of what the therapeutic or the theoretical framework you use is, it’s good to have a therapeutic or theoretical framework. It’s good to have terms of reference that everybody can agree upon. The thing that works really well is a basic framework of this is how we work and some clarity about what are we here to do. And in above all, a space to think and reflect. The idea that we pause in the work regularly and we think about what’s going on for the children and what’s going on for us and what’s going on in the space between. What might staff starting this work need to know, and what might foster care need to know? The thing that I would say is the thing that you’re striving for is understanding. If you’re an RCW, you residential care worker and you started in the work last week, a good place to start is what would give me a better understanding of one of these children. The act of admission is a massive intervention. If you know the stories of the children, it will affect how you are with them. But actually, I think there’s a huge value in structure and boundaries and routines and rituals and the care plan and the the running of the home should be quite boring. Because the children, because it should be so predictable. You know, if you want to establish a children’s home that that and you want it to be beyond the ordinary, there needs to be a lot of focus on okay, what are our rituals and routines and uh how do we deliver those consistently? And how do we get to understand our children better? And by definition of therapeutic is it’s the conscious use of relationships to deliver transformation. But I think sometimes you need to be reminded, and your custodians of childhood. So you part of your job is to give these children a childhood that they will remember fondly. If the thing that has led you to being where you are is a failure of parenting, the solution should be some kind of parenting. What everything we do has the potential to be something that that child makes use of later. As an adult, I think children have a sense of people trying, even when they’re getting it wrong.

Colby: 2:45

Hello and welcome to the Secure Start podcast. I’m Colby Pearce, and rejoining me this episode is highly regarded social care consultant in the UK, Tom Ellison. Now, before we begin our conversation, I’d just like to acknowledge the traditional custodians of the lands that I come to you from, the Ghana people of the Adelaide Plains, and acknowledge the continuing connection the living Ghana people feel to land, waters, culture, and community. I’d also like to pay my respects to their elders, past, present, and emerging. So as I said, I’ve got Tom Ellison uh rejoining me for this episode. And uh Tom previously was on the podcast for episode 27. So um if you want to hear more me uh read out his bio. Um we’re streamlining streamlining it a bit this time, but uh his bio is there, it will be in the notes for this show. Um, and it was episode 27. Welcome, Tom. Welcome back. Thank you. Thank you. It’s good to be back. Yeah, no, it’s good to have you back because I do I did feel at the end of the last podcast interview that we we kind of only got the conversation half done in a way.

Tom: 4:14

Yeah, well, I think um there was there was a big focus on leadership, and and I know you wanted to come back and talk about uh the work with children and and what what effective residential childcare might look like. Um so happy to be back.

Colby: 4:33

Well, that’s probably an excellent spot to start uh in terms of um I’m interested to hear your views, and I’m sure our listeners and watchers will will be too about what effective, what quality um residential care looks like, and is there any distinction between quality and effective? I’m not really sure, but happy to hear your views.

Tom: 4:55

Yeah, I think um there’s a big invitation to jump into talking about attachment and trauma and therapeutic frameworks, etc. But I think the there’s there’s a few things that you just can’t help noticing when you’ve been around the work for a while. So one is um organizations that have been engaged in this work for a while tend to be pretty good at it. So so you know, I saw your interview with uh John Turberville and Kevin Gallagher, who each come from you know their organizations have been around a while, certainly decades. And the there is something about organizations doing this work accumulate knowledge over time. And that you know, one of the phrases I’ve used is it kind of gets into the wallpaper. So it’s not so much about, yeah, there are individuals you could point to and say, okay, that person’s been around a while, that’s a wise head. We could go and ask them an opinion on an issue. Um, but there is something to be said for um the culture that develops over time, and that’s you know, that that’s partly shaped by the theoretical framework, the consultants, the the people leading those organizations. It’s also shaped by the children. So there’s a organizations respond to what the children, the challenges that the children bring through the door, and and you know, uh uh a good organization or a good uh children’s home is responsive to the children, not just in terms of uh what the children tell you they need or they want, but what the children show you they need and they want. And so, you know, one one of the again, you know, if I’m visiting a service, a children’s home or an establishment, I’ll quite often ask the manager how long have you been here? And and and you can draw conclusions from that. You you you know that that there are there are few substitutes for experience and and time travel. That said, there are things I’ve been involved in um a number of startups over the last few years, and there are things that you can do that help, you know, and so um regardless of what the therapeutic or the theoretical framework you use is, it’s good to have a therapeutic or theoretical framework, it’s good to have terms of reference that everybody can agree upon, and you know, there’s various. If you sort of wander around and do a tour of the UK, there are various, and there are various kind of levels as well. There’s there’s uh so, for example, in the last few years, there’s um a training called pace training, which is you know, um it it it’s kind of a training in how to be around children, involving things like being curious and being empathetic, and things that are just a good idea if you’re gonna be around children who’ve experienced trauma. But I I would treat that as that’s almost universal now, it’s almost a standard training for anybody working in residential, but then there are layers beyond that, and and quite often one of the phrases I use is there’s levels to this game. There are there are, and and certainly uh in my career, I it it’s almost like layers of understanding as you travel. It becomes deeper and deeper and deeper. And the the the danger is that you hear about that there’s so many theoretical frameworks and models that you can choose from that you end up overloading the staff because a senior a senior manager comes across pace training or social pedagogy or pillars of parenting or secure base, and they think, oh, well, I’ll bring that one in, and then they’ll bring another one in, and then they’ll bring another one in. And then before long, the staff at the call face are a little bit overwhelmed, and they’re mixing up their metaphors, and a lot of jargon’s getting deployed. And you’ll know from the last podcast, I’m not particularly a fan of jargon. That that, but I think the thing that works really well is um a basic framework of this is how we work and some clarity about what we are here to do, and you know, above all, a space to think and reflect. So whether that’s um individually with staff in supervision or whether that’s in moreover, whether that’s in a a group setting, and and that gets called different things depending on the organization, might be reflective practice in one, it might be called dynamics in another. But the the idea that we pause in the work regularly and we think about what’s going on for the children and what’s going on for us and what’s going on in the space between. And so um when I when I’ve been helping, as I have been recently, organizations to establish new services, they’re the kind of uh the reference points that I go to. The first one being what what’s it for? What what what what does what is what is this service, children’s home? What is it for? What’s it to do? What’s the problem that it solves? And then build out from there. But universally, if you were, you know, in terms of working with looked after children, universally, there’s some level of trauma and attachment there. It might be variable in how it manifests, but but it’s there. And so therefore, I would always kind of build in the idea of well, there needs to be reflective spaces, and there needs to be somewhere where the staff can reflect on and think about the experiences of the children. And again, you going back to you know the organizations that you would say, oh, they’re pretty good at this stuff. That’s where they’ve iteratively done that over decades. The thing that’s allowed that culture to develop so that they’ve got good at doing the work is that there is an iterative process of things happening between the staff and the children, and then the staff having a space where they can think about it and process it and develop a greater understanding of what’s going on for the children.

Colby: 11:35

I talk about this a bit in my own work, that um one of the things that you you if you work for a long time and if an organization has it has existed for a long time, um, serving a community, then you have the opportunity to reflect back on not just immediate or short-term impacts of the work that you do, but longer-term impacts uh of the work that you do as well. So you build up a bank of knowledge really about what what works and doesn’t work and what lot long-term outcomes, medium to long-term outcomes look like for um for the for the for the people that we’re serving um just based on on being around for a long time and trying different things and seeing how those things work or don’t work. And I know, for example, um you you mentioned the mulberry bush, that they have um with Richard Rawlinson and and others, they have become quite proactive in terms of reconnecting with alumni of of the mulberry bush, um adults now, parents, you know, husbands and wives, um who came through that system and and are still they’re still getting this, they’re getting longer-term feedback about the experience of young people as they’ve gone through the mulberry bush, which um which can only really um add to that important practice wisdom that develops over time.

Tom: 13:19

Yeah, I think that you someone said to me if I look at um residential care in the UK as a whole, there are fewer, I’m gonna say controversial things now, but there are fewer specialist providers than there used to be. So that so it if I think 15-20 years ago, there were a number of providers, usually operated by their founder, who were um doing innovative and creative things, some that you might agree with, some that you might find a bit more controversial, but they were all trying to pioneer um working with children who’ve experienced trauma and who are in the looked-after children’s system. Um I think increasingly there are I think something’s happened over the last 15 years where there are fewer of those organizations than there used to be. Um, I think that it creates a space because it creates an opportunity for other people to jump in who’ve got ideas. But I think that someone um said to me a couple of years ago, we’ve forgotten how to do this work. And he’s not talking about individual establishments, he’s talking about as a sector, the the knowledge, um, the reservoir of knowledge in the sector is less than it used to be. And I I kind of agree with that, that um the thinking that gets deployed in some organizations is not as great as it should be. And so where organizations are, um, as I know some of some of the organizations you’ve been in contact with are um gathering and preserving knowledge about this work, that becomes important. Because it’s because where do where do you where do you go to learn to be good at this work? Because an awful lot of um practice has been distilled into short courses, and we’ll deliver a short course and you can go off and do therapeutic work with children without an understanding of actually it’s an ongoing process, you never actually get there. You never you in you know when you got in touch and said, Well, let’s do another one where we talk about the children, I always feel a bit um I’m much more nervous talking about the practice with the children than I would be about talking about leadership because I feel like with the children, you never actually get there. You you’re you’re just constantly trying to you’re constantly trying to get closer to something that’s helpful. And um so what one of the things that you know in terms of experience, one of the things that I went through is as I got more knowledgeable in this work over decades, I felt guilt that I wasn’t good enough in the beginning. So you so you look back to the children that I worked with in the first, I don’t know, three, four, five, six years in residential practice. And the more sophisticated me can look back and go, Yeah, that wasn’t that wasn’t good enough, that wasn’t, that wasn’t great, or you weren’t connecting, you weren’t being still enough, you weren’t um you weren’t understanding what that child was trying to communicate to you. And so that experience for me is the idea of well, you never actually get there. There is no you don’t arrive, you don’t get to I am now um you know maximum proficiency at working with you know children who’ve had negative experiences of uh early childhood. You you don’t get there, you try and you try and get closer to it.

Colby: 17:14

There’s a couple of things that you said in there and in your earlier response that um I’d pick up on um and love to talk more about. I love the idea of reservoir building a reservoir of knowledge, a reservoir of knowledge. I think that that’s uh gets to what I was you were saying and what I was taking from what you were saying in my my previous reflection. Um I agree that I think what comes from experience is the understanding that there are enduring sensitiv, I call them enduring sensitivities. There are um enduring sensitivities that the children carry from their experiences growing up and uh including their adverse experiences that they take with them through life. And um that makes sense because we all we we all consider that we are in some way shaped as a person by the experiences that we had growing up as well as our contemporary experiences. Um and I think I think it’s really important to know to have a really good target in a sense or a realistic a realistic goal for the work that you’re doing. Otherwise otherwise you you can become you can feel inadequate, you can become despondent, you can feel um like you just you just haven’t done enough for the children. And without without hogging the floor too much, I see this a lot with in foster care, where where foster carers are um brought into the system both with with the ideas that they come with and with ideas that um that exist within child protection and out-of-home care systems, that you know, kinda all the children need is a you know is a loving home, uh a bedroom and a loving home and and all will be put right. And I don’t that’s just not the case. It is manifestly not the case, and and it is um uh highly problematic in my view to you know for these advertising campaigns to exist and these recruitment campaigns saying that you know you will if you have a spare room and a lot of love to give, you will experience this extra this fulfillment of being able to turn around the life of a young person. Now you may well do that. You you and and um often enough lives do get turned around. Um but you don’t you don’t erase what’s happening, what’s happened in the past, sorry. There’s there’s there is always an enduring sensitivity. So I think we just need to be really uh mindful of what is possible um lest we become overwhelmed, uh despondent. And I think that that is the case right through um the the social care sector. And you you hinted a little bit at at primary tasks, and we did spend a lot of time talking about primary tasks last time, but I think it it’s really important to start somewhere and and starting with having an understanding of what you’re actually here for, what is your role, what is the role of the organization, what is my role in this organisation, where do I sit? I think is a a really good place to start. But it do it does make me think when you look back, and I have done the same, and you think, oh, I wish I knew back then what I know now, and and of course it’s not possible to know, and then it is part of the reason I set up this podcast was to kind of speak to people with tremendous experience and have uh a reservoir of knowledge. I’m gonna I I might pinch that, uh, a reservoir of knowledge that people who are embarking or are early in their career journey can dip into and and um for their learning and understanding of the work. But I’m wondering if there is there are particular there’s particular advice that you would give um relatively inexperienced workers in the social care sector about how to approach the work.

Tom: 21:47

Yeah. Just before I do that, I want to respond to the the the because I it occurred to me even as I was saying it that oh, that’s what you’re doing. You’re the the reservoir of knowledge thing. You’re capturing it on video and on audio. And making it accessible. So, you know, and um in terms of the last podcast, all kinds of people have fed back to me that they listen to that. Not necessarily people in our line of work, even, but I think you in creating conversations about the work with people who you know have uh have some experience to share, I think is uh incredibly valuable. In terms of I don’t know, and I was interested in your point about foster carers as well, and saying, well, you know, do you have a spare bedroom and do you have some love to give? Maybe you could help a child. And it’s not a bad beginning. You know, it’s not a bad beginning. I think where that goes wrong a little bit is there is a little lack of uh understanding of the primary task and the challenges that these children are likely to bring. Because there’s a there’s a sort of fostering crisis in the UK, in that the pool of foster carers is getting smaller over time, and there’s there’s many reasons for that. And uh the government at the moment is putting a lot of resource into advertising campaigns for foster carers. I’m not sure whether that’s going to lead to uh a sustained increase in the number of foster carers because I think there is a problem about how foster care is described and what it is, what what what is it that we are asking these people to do? Because yes, um we’re asking them to provide a home and we’re asking them to provide love, but we’re also there’s there also needs to be an understanding. Well, first of all, needs to be an understanding of what these children might bring through the door with them, and an understanding of well, what do they actually need? Because you know, and if I link that, if I link into uh what does staff starting in the work, what might staff starting in this work need to know, and what might foster care need to know. The the thing that I would say is the thing that you’re striving for is understanding, so that the the it the um not just children, human beings, um rarely have instances of being fully understood by another human being, yeah. It’s it when it happens, it’s usually fleeting. There are people in your life that you’ll think, oh well, that person gets me. And so there’s some understanding there, but those moments of deep understanding and connection are rare, and I think that that uh in in therapy, in relation-based relationship-based therapies, one of the things you’re aiming for is that not just that the therapist understands the client, but that the client has an experience of being understood. So that’s that that that two-way thing, and it’s a connection. So I think for and I I think I talked in the last podcast about the idea of I do come across people who think the job is to make children behave. And I think that’s um you know, and in and in circumstances where a child is in a foster placement or a residential placement and they do well and their behavior improves, that’s a good thing. That’s not that’s not that’s not bad, but uh I don’t think that’s what the work is. I think the work is about um allowing children to have an experience of being understood by an adult and that a relationship grows. Because obviously, well, I say obviously, it’s it um uh it it follows that if you have a repeated experience of being with somebody who you feel understands you, you will develop a relationship with them. A relationship will blossom from that. That is um helpful. So, so in terms of if you’re an RCW, residential care worker, and you started in the work last week, a good place to start is well, what would give me um a better understanding of one of these children? It’s easier to start with one, you’re not gonna if you’re working with you know a number of children, it it’s easier to pick one, and maybe you’ll be directed to one by the management, but it’s easier to just pick one and say, Okay, I’m going to go on a little mission to develop a greater understanding of that child there. And that can be done. Um certainly in my early career, there wasn’t a lot of emphasis on it. I think I’ve worked in environments where an understanding of the child’s history was significant enough that there were dedicated professionals in the organization that went out and found it. And because one of I don’t know how it is in Australia, but one of the issues, anybody who’s worked in residential for a short while in the UK will tell you is that the the paperwork is never accurate. And that that’s not the local authorities’ fault, it’s just that you know, gathering information on a lifetime of experience is not an easy thing to condense into a short biography in a social work report. So um, so one of the things that I would invite that new RCW to do is to turn themselves into a detective and try and find out that child’s story. And yeah, you know, a good place to start would be the the paperwork that the child arrives with, but I wouldn’t uh I wouldn’t restrict it to that. I would get curious about who are the people that this child has uh been around, whether whether they’ve been carers or teachers or uh social workers or you know, who can I who can I speak to who knows this child and try and gather a deeper understanding of this child and their history? Because that will play out in the relationship with the child, the the your deeper understanding. I’ll give you an example. A thing that happened. So um some years ago, I was um managing teams of children’s souls, and we had a uh an office that the teams came to fortnightly for team meetings and to do some reflection. And one of the managers asked me um to come into the meeting because the team were in open rebellion. So I went into the meeting and was confronted by some really angry um residential care workers. Um, and and they directed that anger at me as I came in through there was there was a real kind of um I was bombarded with indignation. And the reason they were angry is one of the children they were working with was pretty much on a daily basis being very violent and hurting people. And once we got through the the anger and the frustration and and the conversation shifted to me, me being curious and saying, Well, you know, tell me what’s happening, tell me, tell me the story. And they were describing uh a boy who was about he was about 12, something like that at the time. And what they were describing was actually, you know, in the morning he was lovely, he went to school. Uh, the feedback from school was the teachers said he was delightful, very quiet. Uh, he’d get home in the evening, he was he was fine until around dinner time, so five 5:30 in the evening, and then he became more agitated, aroused, and that played out. He would be quite manic and giggling and grinning. And I remember someone saying he looks like the devil. They said when he he’s got this devilish look on his face, and he’d start to push things off the dinner table and run around the house, and this escalated through the evening until you know nine, ten o’clock at night, windows are being broken and people are being hurt, and it would go on till the early hours of the morning. And just by asking questions, we gradually got a picture of a child who’s in the day’s baseline was relatively steady and low, and then there was this sort of gradual escalation in the evening till around eight, nine in the evening. And then usually the what what they were describing was um he wanted to come out of it, but he didn’t know how. So he thought he wanted he wanted to kind of get back to normal, but he didn’t know how, and it took a few hours to get him back back to normal. And there was he had a dedicated life story worker, and there was a life story worker in the room, and the life story worker noticed that the peak of the acting out was 8, 8:30 at night when in that home, it was all boys. In that home, the boys were having baths and showers. Coming in from evening activities, they’d been doing sport or something like that, and they were having baths and showers, then they’d have supper and you know, a window to bedtime. And she she kind of jumped on this and homed in on it a little bit and said, Oh, that’s significant. And no one in the room really understood why it was significant. Okay, why is that significant? And she said, Well, when he was when he was five, he lived with a foster carer, and whenever he wet the bed, the foster carer ran a cold bath and held him underwater. And there was a there was there was a I get emotional when I tell this story, but there was a hush, and somebody started to cry. And then the meeting ended because um the it had taken that long to get to that conversation that the school runs people had to go off and do school runs, so the meeting came to an end. And normally when when we were dealing with something like that, we’d start planning. We’d say, okay, so what could we do differently? How could we plan? But there was no time for it. And and I didn’t hear any more about this. And I went to the meet, the next meeting two weeks later. I thought, right, I’m gonna go in and see what’s going on. And I went to the meeting and everything was fine. No one’s no one was discussing this boy, they were discussing other things, they were discussing the rotor and the paperwork and who’s not filling in the paperwork properly and the things that get talked about in those meetings. And um I was really curious. I said, Well, what’s going on with with this boy? And they said, Oh, it’s fine. It’s fine. And and then and I said, Well, what’s going on around bath times and stuff? And they described, well, oh, they said, Oh, he’s having baths. And they described, like, they’ve done some things. They they they um they decided that they were going to put a member of staff outside the bathroom on a chair so there was someone close, and they bought in some bath toys and bubble bath, and they made bath time softer, nurturing, you know, but I don’t think it’s what they did that made the difference. Yeah, I mean it made some difference, but but I think the big shift was they understood. Their understanding, yeah, they understood, and that wasn’t in his the paperwork that came, because he’d had a pretty you know awful uh set of experiences throughout childhood. That detail wasn’t there, and so we only knew that detail because the social worker, uh the life story worker who was a social worker, had gone out and done the digging and done the uncovered these stories, and so that team didn’t need to they didn’t need a deep understanding of any therapeutic model, they didn’t need to understand neurology or have studied you know the effects of trauma on the development of the brain, they just needed to hear that story, and once they heard that story, it made sense. It’s powerful, yeah, and and then and then everything just everything just fell into place, and so that was a real um uh powerful lesson in if you know the stories of the children, it will affect how you are with them, how you relate to them, it how how you respond to um agitation as bath and shower time approaches, you know, in his case. But the but there’s there’s probably a version of that for every child, and uh and understanding the story really thoroughly informs in a way that allows understanding to take place. Because without that understanding, certainly the the anger that I walked into, they they would they thought he was just gratuitously hurting people, you know, and as much as they were a really empathetic team, you you know, you um if you’re day after day after day dealing with a child who’s trying to hurt you, it does, you know, that that resentment can, you know, feelings of resentment can get into you, you know. So so I think that one, um do your best to understand the children you’re working with.

Colby: 35:26

Yeah. And while just if I can jump in there, uh while you were telling that story, I was thinking he’s you know, he’s been hurt. That’s when he’s been hurt. And and um I didn’t go to what had happened maybe in a foster placement, but I was thinking about um, you know, maybe he in his history, his there had been an adult that returned to the home at around you know after work hour, uh after normal work hours, and that something um uh adverse had was happening to him at that time. Yeah. And I think that’s that what you’re talking about is um it go it’s it’s about working beyond the need and the behaviour to understanding that the child that children are not just needs and behaviors, they have a mind. And I talk about this in in my podcast interview with Peter Blake, um, which I which is already released, but how I think he was saying that people don’t always see that children have a mind, a thinking mind, or an experiencing mind, and that um and that these experiences they go somewhere, and we and it’s important to be curious about well, where do they go? How are they stored and how do they present uh later on? And he Peter and I were talking about, you know, this goes right back to the very early days of a child’s life. Um if we agree, if we understand that they have a mind, that they’re not just needs and behaviours, then we have to have this an understanding that well, where where does all the these experiences and their their processing of these experiences go? How is it held? And how does it then manifest in the way they approach life and relationships thereafter?

Tom: 37:31

I think um because I I I I feel like when I came into this work, I was uh blundering around in the dark. And some um one of the other things in turn in terms of you useful things is that when I came into this work, people talked about structure and routines and boundaries all the time. Anyone you met in residential and consistency, words like consistency, but consistency, structure, routines, boundaries, and that that’s less fashionable to talk about now. It’s much more fashionable to talk about trauma-informed practice, but actually, I think there’s a huge value in structure and boundaries and routines and rituals, and like you know, people didn’t really talk about rituals, but you know, you know, I I remember um working in a children’s home that had a very distinct ritual around Sunday mornings, and it was lovely, and I enjoyed it. You know, I I enjoyed joining in. Okay, we’ve we’ve got this ritual, they’ve got the pattern of the week, but Sundays are a bit different. This is the ritual on a Sunday, and those the rhythm of the day today is extraordinarily helpful, and I again I think that it can be underestimated. People reach for they want to talk about trauma-informed work or aces or um you know, therapeutic uh jargon work to embellish their work, to say, okay, my work’s sophisticated. Whereas actually I’d say, well, look, really understanding the children helps, um, a clear structure with routines and boundaries and consistency. Um, though one of the things that I often said to people working with children who are new to the home is actually to some extent, the um the care plan and the the running of the home should be quite boring because the children you because it should be so predictable, because the children are bringing such a high state of anxiety that that’s what they need. Absolutely. They’re they’re accustomed to um mealtime shifting, bedtime shifting, uh who’s looking after me shifting. Am I going to bed at this time? Am I going to bed at that time? What time am I going to school? Am I going to school? So they’re used to that uh lack of consistency. So that one of the biggest gifts we can give is okay, here’s some consistency and predictability. Now you know what will happen. You know, and that that that that daily ritual and routine is enormously helpful. And but people don’t talk about that anymore. They’ll they’ll they’ll talk about you know the need to be empathetic and curious, and those things are useful, but uh, but I think the basics tend to get um overlooked a little bit. And and if you’re working in a really sophisticated service, that’s fine because it’s just part of the culture and the ritual routines will look after themselves. If you’re establishing, you know, you if you want to establish a children’s home that that and you want it to be beyond the ordinary, there needs to be a lot of focus on, okay, where are our rituals and routines and uh how do we deliver those consistently? And how do we get to understand our children better? Before you start layering on, okay, well, let’s let’s bring in a specialist consultant to do um you know to explore the unconscious processes that might be going on between the staff and the children. That stuff’s important, but actually, without the um without setting the stage by saying, well, actually, you know, we’ve got consistency, we’ve got routines, we’ve got boundaries, the roles are clearly understood between, you know, we we know what the manager does, what the deputy manager does, what the senior workers or team leaders do, what the RCWs do. We’re really clear about that stuff, and we’ve got this routine that we that in a way we try to grind out. It will never go like that because the children will bring in, um they will disrupt that routine, and and and that’s where the work lies, actually. Then then disrupting the routine is an opportunity for some work to take place, but uh, but I think um it’s interesting. You know, I’ve been involved in the establishment of some new services in the last year, and and it’s interesting where I found my mind going. And yes, you know, we did introduce um reflective spaces and consultancy, but actually there was quite a bit of focus on what are the rituals, what are the routines, what what you know, what what are we putting in the environment, how are we using the environment um to create something that is warm and nurturing and homely.

Colby: 42:33

And some would say that’s what pace is. I mean, pace is about the a therapeutic establishing a therapeutic environment or milieu. Um I’m with you. I I I just think that you have to start with consistency of routines, of rituals, um, of care. And everything that you set out to do, you should be able to set out to do it consistently. And if you can’t do it consistently, or there can’t be consistency managed between staff members, then you need to pair it back a bit or find something that they can do. I think I think consistency comes second to connection. It certainly in the work that I do, what I’ve taught in terms of importance. So connection absolutely the over the length and breadth of the service that we’re providing is is the most important thing. But I think consistency runs a close second, and part of that is while I was listening to you, I was thinking about you know, we’re the children come from chaos or or or bad things have happened unpredictable, unpredictably. And part of and and talking about that um the the case example that you gave a little bit earlier, it was important to develop a ritual and routine, I think, for that young person to have um to know what. What was going on, and to have an alternative experience of that. But I don’t think the care that what we’re doing in this aspect of the work is that sophisticated as you say. It’s it’s relatively boring. And if people don’t know it uh in this way, I I would have them, and when I talk, I have them think about well, how do we raise little babies? Yeah, because that’s I think that that’s often enough where things started to go wrong for the for the children that we come across, that they didn’t have those experiences of predictability, of uh routines around nurturance and care that a child who grows up in a in a comparatively stable, loving, responsive home had. And so, you know, there’s a there’s a I think there’s a lot of similarity between how we set out to manage our home for for the children we’re talking about, whether that be a children’s home or a um or a foster home, a kinship home. A lot of a lot of what we’re seeing comes from deficiencies and how they were cared for in the past. And if you think about, well, how do we how do we set a new pattern, how do we reset? Well, that we go back and we redo some of that in a more age-appropriate way, perhaps in some respects, but we we reinstitute or we institute the kind of consistency that you see when you’re raising infants. While you’re pausing there, the other thing I was I I wanted to pick up on something else you just said, which was um get to know the children. And I think that there’s my mind goes to a number in a number of directions, I guess, on that. But one so there’s two. Actually, it’s one. People will sometimes say, well, we don’t get enough information in this sector. A common a common um complaint is that is from um people who are in a care role with the children and young people is that they haven’t got all the information. It hasn’t been shared with them. So it’s very difficult for them to know you know the the details of the history. Now, you know, while you’re telling that story, my head would, because I’ve worked in the sector for 30 years, my head immediately goes to something bad has happened at that time. And I didn’t necessarily need to know that it was in that foster care placement. My mind went to an adult comes home and something bad happens at that time. Um I didn’t need to know the the intricacies of that um or the finer points of that history to know that we’ve got to change the child’s experience of this time. And and and as you say, we’ve got to acknowledge that that um this is lightly because um he has had some adverse experiences around this time. So as you say, it just changes the way in which people approach the the relationship.

Tom: 47:24

I think it’s more than that. I think it it because it it changes the way people feel. So it’s not just it so, yes, of course, knowing that information might change the care plan, you know, might change the way you approach those tasks. But I think the great of it is it changes the way you feel as a worker. So so the the resentment and anger that was being experienced based on the child’s behavior evaporated as soon as people understood, oh, that’s what’s going on. And like I say, one person cried, but the the thing there was a real shift in the emotion in the room, yeah. And and so, you know, the I can understand how someone being hurt by a child would develop feelings of resentment, and that evaporated once the staff understood why why that was happening, and that then changed the way they so it wasn’t, I don’t think it was about I don’t think what happened after that meeting is they got together at another time and had and had a real powwow about how they were going to handle bath times. I think just the way they their emotional response to his um agitation was enough. I think it I think that was enough, and yeah, that you know, and then maybe over the two weeks they developed a uh they they shifted the ritual around bath time to make it more tolerable then. But I think the big thing that happened was the a shift in how they felt. Um absolutely, you know, and and that you that’s the sort of thing, you know, you’ve that’s the sort of thing that makes reflective spaces necessary, so that stuff can be processed and you can get in touch with okay, I feel like this right now. Uh, I feel you know, resentful and annoyed with this 12-year-old. That you can find your way to um what what happened to the infant that led to this 12-year-old that’s smashing the house to pieces. Going back to the the the thing you said about um going back to very early childhood, and and one of I had a conversation in the last week with someone about when children are admitted to children’s homes. And I kind of um it’s going out of fashion now, but there was a there was a fashion of um if you were coming at it from a children’s rights perspective, well, when a child joins a children’s home, they should um spend time with each of the staff, we’ll see who they get along with, and they can choose their own key worker. Yeah, and that was that was pretty widespread, I don’t know, 15 years ago or something like that. And I always felt that missed a big opportunity, and and the big opportunity is that the act of admission is a massive intervention. So, so that’s like the the biggest thing a children’s home can do for a child is admit them because you’re taking them from one situation and you’re bringing them into another well, you take you take them from one world and you’re bringing them into another world, and when um and I use this metaphor, when a woman is pregnant with a child, everybody talks to her about what’s gonna happen when the baby gets it. You know, someone might help create a nursery and they might have a baby shower, and um they will there’ll be lots of conversation about motherhood, what motherhood’s gonna be like, and uh you know, ideas like you know, you are you’re gonna have the baby in your bedroom, are you gonna when you’re gonna move in the nursery? All these kind of conversations go on and set up the minds. What that does is it prepares everybody for the idea of there’s going to be a child and there’s going to be a mother. And I think a version of that can happen even for a teenager when a teenager moves into a children’s home. That with the the the home can do that preparatory work, the conversations about who’s going to be the key worker, how we’re going to welcome the child into the home, how we’re going to bridge them in. What um because I I think what works really well is when there is an individual who bridges the child into the home and becomes their gateway to the relationships in the home. And uh a process called cleaning, where you literally go out and claim the child. You’re you’re coming with me, I’m going to look after you. And I think it works particularly well if that person is the key worker. So the key worker goes out into the world, meets the child, brings them into this new world, and then becomes their um kind of parent. It’s not quite a parent, but it’s it’s not far off, you know. They become their kind of parent and the link to the other relationships. Because where you don’t do that, and I I I I I did some work with the team where they didn’t agree with that, and they thought, no, no, no, no, we we let the child come in and and choose. And I said, Well, what do you think on the first night in the home when the door closes, what do you think the child’s thinking about? And they’d say, Oh, well, they’re scared and they’re anxious. And I said, You know, I think they’re probably trying to remember everybody’s names because they’ve been introduced to half a dozen people or a dozen people, and they’re trying to work out who of this lot is actually gonna keep me alive, and and potentially who’s who’s the threatening one. And so that you know, in the world of because I think what we’re doing in this conversation is we’re making building blocks and we’re saying, okay, well, structure and boundary and routines in the children. Well, primary task, what are we here for? Are we clear about it? Have we got a structure? How do we set the scene? What are the structure and routines? And you all that stuff gets worked out before you’ve done it recently. All that stuff gets worked out before you ever admit a child. There’s lots of conversations. There should be lots of conversations about what our structure, boundaries, and routines are, and then moving up a level that okay, how do children come into the home? Well, it should be a process of being claimed, it they should feel like somebody uh went into their world and claimed them and brought them into this new world where you know the promise is you’re gonna be surrounded by a bunch of thoughtful adults who are going to nurture and care for you.

Colby: 54:28

Yeah, it wouldn’t it just sorry, just quickly, it just puts me in mind of one of the key themes that comes out of research with with alumni of children’s residential care is that feeling of belonging somewhere and to someone. And um uh Jenna, who’s Jenna B, whose last name I I’m um struggling with at the moment, but um yeah, Jenna, she talked about um the the research that she did with her in her PhD thesis, highlighted exactly what you’re talking about, is that the the carelivers who’d been through residential care really appreciated the fact that they belonged somewhere, the the experience of belonging somewhere and to someone.

Tom: 55:16

Well, all all of these things contribute to belonging because I think belonging is one of the things that you would want to achieve. So uh so so the and and they’re they’re all things that accelerate relationship. Because I mean, I quite often, you know, in uh a residential placement might not last that long. Um I might not long, you know, two years is not long in a lifetime, and so these are things that accelerate the the development of relationships. So um, if a team, if you’re starting from scratch and you really thought about what you were there for in your primary task, and you spent some time thinking about structures and routines, and you developed a philosophy about, well, we really want to understand our children, and we’re gonna have key workers, and the key workers are going to have particular relationships with the children that would be more parental than the other relationships in the home. And the key workers are gonna go out into the world and claim these children and bring them in, and then we’re gonna use our structure and routines and our rituals and our understanding of the child. All of these things contribute to a sense of belonging, you know. Eventually, we’ll um, you know, six months on, maybe a bit longer, but the child has a sense of okay, I know where I am here, I know the structure and routines and rituals, I know the people, I know that they know me, I know that they can tolerate the things that I do and say, and all of that stuff, it’s not it’s not um it’s not a straight line formula, but the but all of that stuff contributes to a greater sense of belonging. And um and then and then it also creates the space where you can do some work that that that you that could be broadly described as therapeutic. Because I think that stuff’s just good practice. I don’t I I wouldn’t say, oh, that’s you know, that that I think it’s good practice, but it it creates the space and the relationships and the safety to do some therapeutic work and to um you consciously use relationships to give rise to transformation, which is that that my definition of therapeutic is it’s the conscious use of relationships to deliver transformation.

Colby: 57:50

I I hear I I hear what you’re saying, and I hear what you mean and I acknowledge that it is good practice, you know, to set up these these very fundamental building blocks. But I do wonder whether identifying with them as good practice diminishes their importance a little bit. And uh the my reason for saying that is that there can be an inordinate focus on the therapeutic intervention as the change agent. But the therapeutic intervention, and Patrick Tomlinson and I talk about this, and we talked about it as recently as um only a few days ago. You can’t a therapeutic intervention won’t is unlikely to be successful if it’s done, if the we haven’t taken care of the environment first, that we haven’t created an environment around the young people for in which this therapeutic um intervention can um make a difference. So the reality is a th a therapeutic intervention may have no impact at all if the environment is not set up appropriately to um facilitate that. But the environment will always be therapeutic if if done according or if if established according to the principles that we’ve been talking about. So yeah, it’s good practice. I but I wonder about whether the just good practice diminishes the importance of it. I think it’s vital.

Tom: 59:32

I think you might be right. I’ve struggled um over, I don’t know, the last decade with the therapeutic as applied to uh children’s homes. Not not because I think it’s been misused a lot, and I think it turned into a marketing term. And um the you know, I have in my own mind a notion of what the threshold is for a therapeutic service. And I was repeatedly being introduced to services that were described as therapeutic, and I just didn’t think they were. It didn’t mean they were terrible, I don’t think they were bad. I just I just don’t think I think as I said earlier, there’s levels to this game. Yeah, and some a colleague of mine challenged me recently about this and said, well, you know, um if we’re creating therapeutic services, we should call them therapeutic services. And and I think she had a point because I think it is my own hack up, because I got I got quite uh resistant to using the word therapeutic because not because you know, for someone who’s kind of spent his career at that part of children’s residential care, um, I think it was because I felt it was being misused. And so I kind of stepped away from it a bit. But you you’re right to notice actually, what I’m describing is how do you set the stage such that you know relationship-based transformation can take place, and that it that that claiming process, I would say there’s so much about a placement can be set up in the way the admission takes place. You can you can you you can um cover a lot of ground in the admission process, and I think people underestimate what it means for the child to move from one world on Tuesday to another world on Wednesday. And and you you know, I I I’m uh loosely in touch with some people who were kids, they’re not kids now. They were children when I worked with them, they’re in the 40s now. Um, but they they can each tell me in absolute clarity about the day they moved into the uh it was a it was a service that I was working in. But they they can tell me with clarity about, you know, 30 odd years later, 35 years later, they can tell me with absolute clarity about what happened that day, because it’s a very significant intervention. And and and like I say, I think I think the there is a lot a lot of work that can be done in that uh admission process that sets the tone for uh a greater chance of a successful uh experience in in a children’s home or in a therapeutic service.

Colby: 1:02:31

Um I think you if I can jump in there, I just think that um it it is it is good practice to be reflective about our use of the term therapeutic and even our application of principles of therapeutic practice. Um I’m mindful Simon Benjamin was on the podcast uh some in the first within the first 10. I can’t remember, I think it might have been podcast number eight. Simon’s a social care consultant here in Australia, but he um he’s worked for a number of organisations. He was the CEO of the Lighthouse Foundation, um, and he worked at the Mulberry Bush School as well. And Simon talks about therapeutic from understanding where that that term comes from, and uh he talks about it coming from the medical profession or or medical science, and that therapy the the idea of what is therapeutic is not just um you can’t you have a set of principles or practices that you you just apply. Yeah. In in in medicine, therapeutic is the dose at which what you apply makes a difference. So where that then the crossover with that is that is that in our work there is probably a lot, if not most, services are applying therapeutic principles, therapeutic ideas, and therapeutic techniques. But are they getting the dose right? That’s that’s the lesson of what what Simon’s saying is that from medicine is that it’s only therapeutic in the right dose. And children, different children require different doses. Yeah, for that, for that therapeutic um effect. So that all that by way of it is a bit, um it’s not as simple as just setting, you know, implementing a set of principles, a send of uh a set of ideas and a set of practices. They have to be in the right dose. And that’s that’s part of the nuance of this work, it’s part of the complexity of it and the complexity of our children. I think it’s aided by by what you’re you were saying earlier about getting to know individual children.

Tom: 1:05:05

Well, I think I think and knowing what you’re there for, and knowing what you’re there for so so you you know that that you know you you’re getting to know the children in service of developing a greater understanding that is in service of those children experiencing connection and belonging, yeah. You know, I think one of the other things that that um I I as a younger man, I was very intense and very, you know, kind of looked at the work as kind of wanted to be good at the work. Um, but you have to remind yourself sometimes and your custodians of childhoods, you know. So so in as much as there’s work that needs to be done, and there is work that needs to be done, and there’s lots of um you know, the depending on the nature of the survey. There’s there can quite often be external pressures on what work are you doing, you know, the regular meetings to ask what work are you doing and what progress is being made, and can you show me your outcomes? But I think sometimes you need to be reminded, and your custodians of childhood. So you part of your job is to give these children a childhood that that they will remember fondly, you know. And so, you know, um such an important role finding opportunities to have fun and enjoyment along the way are quite important, you know. And um, and I think so, you know, for some people in the work that comes quite natural to them, they’ll they’ll just go and have fun with the kids, and for others, you need a reminder, actually, you know, this child is um not a project. Then yeah, it’s it’s all well and good that you’re being an amateur psychologist trying to help this child recover from their trauma, but sometimes they need a day off to just go and have some fun.

Colby: 1:06:56

Yeah, more than one day, I would say. Yeah, yeah, yeah. Yeah. You know, you said I’m coming back to something that you said earlier, which is um fundamentally I would I would refer to it in the these terms, that the the experience of being heard and understood and acknowledged in your experience, and of being understood not just in the words, but in the actions and in the outward presentation and expressed emotion of an adult, of another person, I think is is probably our most powerful intervention. Um, I don’t know of a more powerful one. I often say there are things that you can’t change for young people. Like, you know, it’s the law that they have to go to school as much as the hate it, as much as we are unhappy with how the school are managing them. Um, but but you can still empathize deeply with you can still acknowledge with deep understanding the child’s experience with the fact that they have to go to school and they don’t like it. Yeah. Like something sometimes the only thing we can do is acknowledge the child’s experience with deep understanding. And I I think that that’s our most powerful intervention. And why I think it’s the most powerful intervention, which you’ve hinted at, well you’ve mentioned uh as we’ve been going along, it has to do with the child’s experience. That the child’s experience of being heard and acknowledged, validated in their experience is that my experience is real. I I am a person of worth. I am this person cares about me, this person understands me, I can trust this person, I can trust this space around me a little bit more and more over time. What a relief. What a relief that I’m now somewhere with someone or some people who get me.

Tom: 1:09:22

On the journey, because I was thinking back to okay, building up in layers from what are we here for, what’s our structure and routines, how do we bring children into this, what what’s the nature of the relationships we’re aiming to have? Because it the the the thing I think understanding is very important, but I also think that the nature of the relationships it might not be quite the same in a therapeutic community at times, but it but I’ll I’ll I’ll restrict myself to children’s homes. But in in children’s homes, the nature of the relationship is a parental relationship, and and I and again, I think there are um, particularly if you’re working with teenagers, teenagers will invite you not to be their parent. They will, they will, you know, um friends to be some kind of friend or you know, something else. And I think again, in the world of well, what what actually what actually works is to assume the position of a parent. And and you know, there’s a number of reasons for that. I think one of one of the reasons I would put forward is the idea of, well, if children are in care, it’s because in some way, shape, or form they’ve experienced a failure of parenting. And therefore, if the thing that has led you to being where you are is a failure of parenting, the solution should be some kind of parenting. Now it’s not you know, to your point about foster care and have you got a spare bedroom and love to give. The inference there is that all these kids need is a regular is is a is a parent figure. But actually, over time you find that well, no, they need a bit more than that. That that it and I and the the they need something beyond ordinary parenting. So um, you know, and sometimes it’s called therapeutic parenting, or but but ordinary parenting won’t work for these kids because ordinary parenting doesn’t factor in um the effects of trauma and the effects of neglect on development. So um, if not ordinary parenting, then something like extraordinary parenting. So so something that is parental but that goes beyond regular parenting, where there’s um, you know, the thing that would now be called trauma-informed, but an understanding of actually these um experiences in early childhood affect the development of the child’s brain to the extent there are things that they can and can’t do, and that might change at different times. So we go back to the example I gave earlier of the 12-year-old, he could function like a regular 12-year-old most of the time, but then when he was stressed by the routines in the home, um he could not cope with that, and that led to aggressive acting out and people getting hurt. And so understanding that’s partially about the way his brain’s developed, that’s partially about his ability to um or inability to problem solve and articulate himself, and um that the I don’t want to get too neurological, but the that there are different brain states that you know that the uh there are different brain states that are exaggerated by adverse early childhood experiences. And so that’s the additional knowledge you would need to be an extraordinary parent, but you’re still a parent, and so that the parent bit should still crop up in there, and then that starts getting complicated because uh parents hold authority, you know, and parents uh you know, going back to the beginning where we said, okay, you’re gonna need structure, routine, and boundary. Well, the boundary bit can be a bit complicated with our children because uh they push against boundaries and test boundaries, and the testing about whether you’re a safe adult or not, some of the time.

Colby: 1:13:59

And you look after me.

Tom: 1:14:01

Yeah, yeah. And so, and and how will you respond? You know, how if I do this, you know, um you can almost see sometimes I I can remember you know when I work directly with children, you you you’d almost see them like the test thresholds. Well, what are you gonna do if I stand here? What you’re gonna do, what if I pick this up and drop it? What are you gonna do? And then then looking, okay, what are you gonna do now? What you’re gonna do now, what you’re gonna do now. But the the I think the complicated bit for residential workers is you hold authority, but as a residential worker, it’s hard to work out how much authority do you hold and how can you express that authority safely in the interests of the child? Yeah, and that that’s you know, about if if if um if one member of staff says no to something, will the member of the other members of staff hold that same line? Will the management hold that line? Will other stakeholders from outside the system step in and say that’s not a reasonable line to hold? You know, whether it’s things like uh in the modern world, things like mobile phones, really good example. So um what are the thresholds around mobile phones? What age can you have a mobile phone? If you’ve got a mobile phone, should you have it all the time? Should you be able to take your mobile phone to bed with you? Should you, you know, do there’s you know, and to be fair, that’s something that you know regular parents battle with. But in in a children’s home, it gets really complicated because you go, okay, that’s a boundary, it’s got a threshold, and people may differ on what they think that threshold is, and that can be sorted out with a meeting and a discussion, and you can agree a threshold, but then people will vary on their ability to hold that threshold, and that’s where it starts to get really complicated, and um I think that’s uh people are not fond about talking about that stuff. It’s much easier to talk about curiosity and empathy and playfulness and uh things like that. It’s much harder to talk about sometimes we need to say no to the children because that’s what good parents do, and and that’s where it starts getting complicated, and that’s been particularly complicated in the UK um over the last since well, certainly since 2014. Um, so in 2014 there was a a case, there was a court case in I’m sitting in Cheshire, it was in Cheshire, Cheshire West, and it was about um it was actually about about an adult, it wasn’t about a child, but it was an adult in a caring situation. And were the question that the court was addressing was are these adults, carers, depriving uh this person of their liberty by saying you can’t go out whenever you want to, and by supervising them. And I think there was a two to one supervision ratio or something like that. But the this person was heavily supervised and there were restrictions on where they could come and go. And the court found that that was a breach of um Article 5 of the European Convention on Human Rights. And the fallout of that, and that gradually, it wasn’t an overnight thing, but that’s gradually found its way into children’s services, and there’s been various cases over the last, you know, since 2014, like 10 years. And so increasingly, what you’ll see, particularly in referral paperwork, is referrals of children who and it will say they have a doll. And a doll is a deprivation of liberty order issued by a court, and that’s where the court decides what the boundary is. And so the court will decide. You you it can be about things like it can be about things like mobile phones, it can be things about supervision, it can be about um whether they, you know, what to do if this uh child attempts to abscond. And uh that’s a well-intentioned um the court made a well-intentioned decision, and whenever deprivation of liberty orders are produced, they’re well-intentioned because their intention is to protect the rights of a of a in our case, a child in care. The problem with it is it makes it it’s caused a lot of muddles around who has authority. So if you and when local authorities are in doubt about what a threshold should be, they’ll apply for a doll. If they’re not sure, they’ll apply. And so since 2014, there’s been a gradual increase year on year in the number of dolls, and it’s kind of crept down for younger and younger children. So there are there are dolls you know uh being issued for children under 12. And so the the difficulty with that is is it creates it essentially says that a judge and a court decide the boundaries or some of the boundaries um that are issued in a children’s home. And I think that makes it really complicated for the staff. I think one of one of the other things, an unintended consequence of that um ruling, is it’s made residential child care much more expensive. Because where there is a deprivation of liberty order, it’s a court order, and the local authority has to be assured that whoever’s providing that care will adhere to the order because it’s a court order. So you can’t say, well, you know, we tried, but it didn’t work out. And so what that’s led to is higher and higher levels of supervision of children and an increase in the number of solo placements, and solo placements just by the nature tend to be more expensive. So it’s put a real strain on local authorities and it’s kind of shaping to I don’t want to overstate it, but to some extent, it’s shaping the market. Uh um that, and it’s certainly shaping um the confidence with which residential staff can take up that parental role and and and and issue a parental boundary um about whether a child, what what should happen if a child walks out of the door, for example? And you and you might have different responses. You’d you know, you could look at okay, what what do we do if this child runs away? You know, and there’s lots of different things you could do if you could go with them, for example. You know, but there’s an even an argument that, well, if you’re going with them and you’re constantly supervising that in of itself, even if you’re not preventing them from leaving or bringing them back, the fact that you are going with them is in itself a deprivation of liberty. So you you end up with, I think it’s created, um, like I say, I think it’s well intentioned and it’s there to protect children’s rights, but there are unintended consequences. The unintended consequence is the authority of the staff who are in the day-to-day parental role is undermined. Diminished. And there is confusion in the system about what you can do and what can’t you do. And a notion that’s relatively new of, well, we’ll need a court to decide that. Which, which again, you know, certainly when I was working directly with the children, uh, yeah, there were children on there were care orders and there was different different kinds of care orders. But it you certainly in um, if I thought a child was gonna run out of the building and put themselves at risk, I didn’t give too much thought to what are the legal consequences of me saying I’m not gonna let you do that.

Colby: 1:22:29

Yeah. Sounds like the subject of another podcast, Tom.

Tom: 1:22:36

Yeah, and I’m not I’m I’m not an expert on this stuff, you know. This is the the I it’s we’ll make it one. Yeah, it’s I’m I’m sure there’ll be people listening to the podcast that say, Oh, he’s not quite right about that. Uh um, but it but it’s certainly you know, and I’m making a connection between local authorities requesting it, almost seems universal that when when there’s a doll, they they they they will immediately interpret that in this child needs a two-to-one solo, which I don’t think needs to be the case. You know, I I’ve been responsible for you know, not in the non-too distant past for you know, a six-bedded service that had more than one child in it who was on a doll, and it was fine. We we we we just worked through it, but I think what it’s doing is it it over time it these things nudge practices, and practices get nudged towards um if if it if there’s a deprivation of liberty, it’s probably going to be a two-to-one solo placement that we’re looking for, and that you know that that trend, um that trend has increased. There’s and there’s certainly a place for two-to-one solo placements, but I would regard them as an intervention in order to allow something else to happen later rather than an end in themselves.

Colby: 1:23:59

Well, like I said, it it we could probably talk a lot more about using the parental role, I guess, and understanding the important aspects of the parental role that um is it’s it’s important to operationalise in children’s homes and therapeutic communities. You were using um the word enhanced, I think. I I use enriched, um and I think it’s the richness of it that you can adjust from child to child with the the dose that I was talking about a little bit earlier. Um, but before I let you go, because you need to go, because you’ve got a busy day tomorrow, early start. Um I I just wondered what you thinking about the children, what what do you think we would like for the children to say as graduates, as alumni, as as adults, say about the experience that they had in a children’s home, in a children’s residential care home?

Tom: 1:25:09

I think you’d want them to say they felt loved and cared for. You know, I think that love’s another difficult word um in residential. Um there’s a resurgence in the UK of of people using um the word love within practice. But you know, going back to that, a sense of belonging, you know, that the the that they feel or felt that they belonged, they didn’t feel that they were guests or or placements, they didn’t feel like a placement, they felt like no, this is a place where I belong and where I’m connected, and um, I think I’ve I’ve I’ve I’ve heard different in someone wrote to me a few years ago, wrote me a really long letter about um someone I worked with really early on in my career, and I I thought he he he’d had really positive experience, he had nothing bad to say about it at all. Now, whereas my reflection on it was, well, it was in the old days where actually staff ratios were really low. And um, you know, I think the I it was one of those situations where I was looking back and thinking we could have been way more sophisticated there. Yeah, he’d written to me saying, you know, he thought this was transformational and it set him up for life, and like really um got a lot from being there and the relationships, and he was, you know, and he was and and he was sharing memories. He was um, yeah, there was a there was a uh a game show on TV that we used to watch together, and it turned into a but we’d have like a little competition between us about answering the questions in the game show, and that was one of the memories I’d kind of forgotten about that, but he he talked at length about this experience of watching this game show and how fun it was, and we kept it like we had an informal scoring system, and um so it’s that you know, I’m I’m uh reminiscing on his reminiscence and smiling, and I think you know, you’d want that. You you’d want, yeah, I felt belonging, you know, and I’ve had other children talk about you reflecting on when they were difficult to look after and appreciating that the staff stuck with them through the difficulty. Um so I think it’s different for different children, but but his recollection was it made me smile because he was reminding me of things that were not that significant to me. I would, I would, I we did that thing, I don’t know, for however long. That quiz show ran for we had this little game on a Wednesday night where we’d all sit and watch this quiz show together and keep score and joke about who’d answered the most questions and so on. And it didn’t mean a lot to me at the time. I didn’t see it as particularly significant. But then, you know, 25 years later, he writes to me, and that’s his one of the bits that he presents and says, Look, this was this was really good fun, and I’ve thought about it a lot.

Colby: 1:28:25

I think there’s a message in that, uh, Tom, that um for for people who are just starting out in their in their practice in children’s homes, in being a a um a care worker for our children and young people, is that not to underestimate. Yes, years bring experience and knowledge and sophistication, but don’t underestimate the little things that you can bring to the life of a young person. Um notwithstanding that you’re you’re uh you’re an early career practitioner in this space.

Tom: 1:29:04

Yeah, I agree. I think um one of the things you know, we could have a long conversation about when placements break down. But you know, I I worked in a situation, I’m going back a long time now, where I a placement didn’t last long at all. It lasted like days, and then broke down that that home, uh, the location, and various things about the actual setup didn’t work. And the and I was I was a manager at the time, and I remember the staff being feeling like they’d failed. And the the thing that I kind of reminded them of is you you you you can’t judge that, you can’t judge that now, because what everything we do has the potential to be something that that child makes use of later, as an adult, that that that they might think back to a moment in time, like like the you know, like the quiz game, but um I’m I’m thinking about in more where it’s rockier, where it’s where it’s much more um much less fun. That there is always you you can’t judge what that child will think is relevant in five or ten years’ time when they look back, and and I think there’s a value to um our kids have a really good way of making us confused and lost, and and quite often what we’re doing is we’re struggling to find a way through, and I think that that struggle in of itself is worth something, you know. I think children have a sense of people trying even when they’re getting it wrong, yeah.

Colby: 1:30:57

Thank you, Tom. That was uh again a really thought-provoking and enjoyable conversation, and uh um I better let you wind up your day because as I mentioned a little bit earlier, I know that you’ve got a busy one tomorrow, so thanks again. And uh we might have to do round three at some stage.

Tom:

My pleasure, thank you.

Tom’s Bio:

Tom is an accomplished Consultant and leadership trainer with over 30 years in children’s residential care, specialising in innovative leadership and mental health support for young people. Through Elevate Professional Development, launched in 2025, he delivers UK-wide workshops to strengthen care leadership. With 20 years of boardroom experience, Tom has consistently driven strategic leadership and service transformation. Holding a BPS-approved Psychology degree, a Master’s in Psychoanalytic Observational Studies, and postgraduate qualifications in Management and Strategic Management, he blends academic and practical expertise. Currently, he serves as Non-Executive Chair at AMMA Childcare Ltd, Non-Executive Director at Cedars Childcare Ltd and Empathy CIC, and advises the leadership teams of a number of organisations in the third and independent
sectors.

Related Podcasts:

You may also be interested in Tom’s first episode on The Secure Start Podcast.

You can listen here:

You can watch here:

Support the podcast:

Patreon: https://www.patreon.com/c/TheSecureStartPodcast

Disclaimer:

Information reported by guests of this podcast is assumed to be accurate as stated. Podcast owner Colby Pearce is not responsible for any error of facts presented by podcast guests. In addition, unless otherwise specified, opinions expressed by guests of this podcast may not reflect those of the podcast owner, Colby Pearce.

Building Trauma Informed Leadership – A podcast interview with Tom Ellison

Why Clear Primary Tasks And Brave Authority Transform Children’s Homes

Clear leadership in children’s residential care starts with one deceptively simple question: what are we here for? Defining the primary task sounds easy, yet many leaders default to jargon or vague mission lines that can’t guide daily choices. When the work is complex and emotional, simplicity is not a luxury; it is a lifeline. A crisp, jargon-free description of the primary task anchors decisions, training, and supervision. It shifts a home from reacting to crises toward intentional, therapeutic care. This clarity also helps new staff, who need a map more than a manifesto. When people can repeat the task in a sentence, they can align their actions to it, whether they are mopping a floor, writing a risk plan, or de-escalating a distressed young person.

Alignment is the second pillar. Without a leader who actively aligns the team to the primary task, people drift. External forces like regulation and internal pressures like fear of not being liked pull focus away from children’s needs. Alignment is not a poster on the wall; it is a constant practice of naming the task, linking daily work back to it, and correcting drift. Good leaders repeat the “why,” set clear expectations, and draw straight lines between roles and outcomes. They accept the risk of being unpopular when decisions must favour safety, development, and enduring transformation over short-term comfort. Alignment turns a group of individuals into a team with shared direction.

Supervision is where alignment is maintained and understanding is grown. Two core functions guide useful supervision: alignment and understanding. Alignment asks whether work still points to the primary task. Understanding explores what pushes people off course, from regulatory anxiety to unconscious responses evoked by traumatised children. Staff need help to sort what belongs to them from what they have absorbed in the work. Leaders who can name projection, transference, and countertransference in plain language remove shame and increase capacity to think, not just feel. When anxiety flows up the hierarchy and containment flows down, teams feel held and can hold children better.

Risk management deserves plain talk too. In step-down and high-risk settings, the first task is safety. That is not opposed to therapy; it is the ground therapy stands on. Clarity about who is responsible for whom, minute by minute, prevents gaps that harm. Culture matters more than documents. A risk plan no one uses is just more paper. When staff understand the risks, the authority they hold, and how to handover responsibility cleanly, young people are safer, and the team is calmer. Framing the work in the language of safety, not only risk, also fits the therapeutic aim: to help children enjoy and succeed in the world, with relationships used consciously to support enduring change.

Practical training sticks when it moves from concepts to action. Many workers already know what “good” looks like. The real question is what gets in the way. Imposter syndrome, fear of authority, and regulatory preoccupation often block people from doing what they know. Effective leadership development surfaces these barriers and sets small, concrete next steps. Ask four questions often: what is the primary task, what does it look like when we deliver it, what gets in the way, and what is the plan? Answer them in simple words, review them in supervision, and tie them to daily practice. Balance doing with thinking. That balance is the heart of authentic leadership, and it is how homes move beyond buzzwords to real, lasting change for young people.

You can listen here:

You can watch here:

About Tom:

Tom is an accomplished Consultant and leadership trainer with over 30 years in children’s residential care, specialising in innovative leadership and mental health support for young people. Through Elevate Professional Development, launched in 2025, he delivers UK-wide workshops to strengthen care leadership. With 20 years of boardroom experience, Tom has consistently driven strategic leadership and service transformation. Holding a BPS-approved Psychology degree, a Master’s in Psychoanalytic Observational Studies, and postgraduate qualifications in Management and Strategic Management, he blends academic and practical expertise. Currently, he serves as Non-Executive Chair at AMMA Childcare Ltd, Non-Executive Director at Cedars Childcare Ltd and Empathy CIC, and advises the leadership teams of a number of organisations in the third and independent
sectors.

Related Podcasts:

If you liked this podcast interview with Tom, I anticipate that you will also like:

Simon Benjamin’s podcast interview about the importance of leadership alignment in trauma informed organisations:

You will also like hearing from Lynne Peyton on why the culture of an organisation flows downhill:


Transcript of the podcast interview with Tom:

Colby: 0:00

Hello and welcome to the Secure Start podcast.

Tom: 0:05

If I describe to you something you already know in a way you’ve not heard before, the rest of the programme is to explore why you’re not doing it. Dealing with imposter syndrome, for example, is that can be a barrier to people fully taking up their role and taking up authority. The job of leaders is to help people. In this 90 minutes, I want to give anybody that attends something that they can walk away and use. The more jargon you can deploy, the smarter you look. Whereas I try and go the other way and say, Well, let’s try and express this really simply. What does a good outcome look like after a residential experience? Well, you would want those children in adulthood to be able to enjoy being in the world and to succeed in whatever form they choose to succeed. Is once we’ve got clear about primary task, what are we here to do? The thing that naturally follows from that is alignment. Without a leader who’s clear about the primary task and who is actively aligning people to the primary task, people will end up aligned all over the place. An essential quality of leadership is to align the team to that primary task. That you could have a feeling that you don’t have a valency for, it’s not yours. You picked it up from one of the children. If you don’t understand that, if you’re not helped to understand that, you might think it’s you. Then in an effective organization, the way I describe it is anxiety feeds up through the system. And what should be coming back down is containment, is containment. Processing the anxiety, metabolizing the anxiety and thinking with people.

Colby: 1:42

Hello and welcome to the Secure Start podcast. I’m Colby Pierce, and joining me for this episode is a highly experienced social care consultant and leadership trainer. Before I introduce my guest, I’d just like to acknowledge the traditional custodians of the lands that I come to you from, the Ghana people of the Adelaide Plains, and acknowledge the continuing connection the living Ghana people feel to land, waters, culture, and community. I’d also like to pay my respects to their elders, past, present, and emerging. My guest this episode is Tom Ellison. Tom is an accomplished consultant and leadership trainer with over 30 years experience in children’s residential care, specializing in innovative leadership and mental health support for young people. Through Elevate Professional Development, launched in 2025, he delivers UK-wide workshops to strengthen care leadership. With 20 years of boardroom experience, Tom has consistently driven strategic leadership and service transformation. Holding a BPS-approved psychology degree, a master’s in psychoanalytic observational studies, and postgraduate qualifications in management and strategic management, he blends academic and practical expertise. Currently he serves as non-executive chair at AAA Childcare Limited, non-executive director at Cedars Childcare Limited and Empathy CIC, and advises the leadership teams of a number of organizations in the third and independent sectors. Welcome, Tom.

Tom: 3:46

Thank you. I’m quite humbled by that introduction, so thank you.

Colby: 3:51

Well, it’s all you. Yeah. People um often comment about uh having it’s a weird thing having your your professional life, I guess, um reported on in in that way. And uh a couple of people said, Oh, I’d like to meet that person, you know. It is yeah, he sounds impressive. Yeah, and for other people it’s just very awkward um to to sit and and hear that. But yeah, you know, um, but it is a it is an impressive career, and I I should say uh at the outset, um, I approached you after seeing um a post on LinkedIn about uh psychoanalytic leadership, uh no psychoanalytic supervision workshops that you were delivering. Um, and I thought, oh, that’s that’s right up my alley to have on uh here on the uh Secure Start podcast. So um I yeah, I approached you and here you are.

Tom: 4:55

I’ll try and be suitably smart and impressive.

Colby: 4:59

I’m sure it’ll just come naturally. Um before we we we really get into it, I just thought it’d be interesting to hear a little bit more about you, how you came to be um working in in this area, and um yeah, what you do, what you what what you were you do in an average week or an average month uh as part of your work.

Tom: 5:27

Okay. If I if I start at the beginning, I start sort of it’s easier to lead in than go backwards. So um I was interested in psychology as a teenager. Before the internet, there was a bookshop uh in my hometown where there was a psychology shelf, and I’d go there and peruse the books and eventually buy the books. And um, so I was interested in psychology from 13, 14. Um I ended up going to university and doing a degree in psychology, traveled a little bit, and then when I got back, was kind of determined I want to use this degree to do, I want to work in that field. So um I did a little bit of work in the youth service and then saw a role as a residential, I think it was called residential social work back then. That’s a protected title now, so you can’t call it that in the UK, usually called residential care workers. But I um I applied for that job not really knowing what it was I was implying for. It sounded interesting, and found myself working in a psychiatric, a child adolescent psychiatric unit within a residential school. I think I was 22, 23, something like that. Yeah, so there was not much age difference between me and the oldest young people in that service. I think there’s like three or four years between us, something like that. So I did that for I think I was there three years, and then uh being an ambitious soul, I wanted to progress and move forward. So I took up a role in a charity called the Together Trust on Greater Manchester and worked there on an offer 10 years. And then while I was there, um I started a master’s program with the Tavistock. As a result of that, I kind of branched into working for an organization called SACS, which you might have heard of. Um, and SACs were delivering treatments, treatment programs, residential treatment programs, specifically for younger children who’d experienced sexual abuse and who in the main were demonstrating sexualized behavior themselves. So I was there for five years as a deputy director, and then I went to Britt Mellencare as a director. Um, that was more forensic, that was more awful lot of children who were some of them were a risk themselves, some of them were a risk to the community. So uh a lot of risk management involved in that role. So I did that role, and then I went to be the director of a therapeutic community. So I was uh director of community at Thornby Hall for roughly two years, and then uh went to an organization called Young Foundations, which was um not in a good state when I arrived. And um myself and the leadership team there developed Young Foundations to be a um the UK’s largest provider of tier four step-down services. So for people watching in other countries, tier four step-down meaning uh children who’ve been in patients. So children who’ve been in patients in hospital, usually on locked wards, we would offer pathways back into the community. But again, a lot of risk management, a lot of clinical support, psychiatry, clinical psychology, psychotherapy, sometimes things like OT and speech therapy as well. Um, so I was in the leadership team of that organization for eight and a half years. I left there late 22. I was going to go, I was I was talking to an organization about joining them as a chief executive. And halfway through that process, I kind of realized I wasn’t feeling it. And thinking I’ve just come away from eight and a half year stint uh in the boardroom, and I’m not sure I want to jump in to another one. And uh during that transition, I’ve been approached about some consultancy. So um I just followed that up and I ended up consulting to a local authority two days a week for initially. I think I was meant to be there for 12 weeks, and it went on for 18 months, and that was helping develop their residential services, which were pretty good to be fair. The governance, the governance needed work, but actually the work going on at the coalface was was was very good, actually. Um, and from there that built out into a consultancy. Um, and then this year um I’ve started to deliver leadership programs and leadership. Because what I found what I was doing in the main, particularly the non-executive work, is I am coaching and advising leaders. So I’m coach and advising the board, or I’m coaching and advising the senior management team. And so and I’ve always been interested in that space. I I ran development programs internally. Back when I was at SACS, I was involved in the development of uh uh a degree program in therapeutic childcare. So I’ve always had a leaning towards people development and um and so the the the leadership stuff that I’m delivering now combines that background in operational leadership with some of the stuff that are picked up at the TAVIS stock and working in organizations that had a psychodynamic, if not psychoanalytic, leaning. So now that so the the supervision training that you saw, uh I delivered, I delivered one of those last week. And the the the early part of the day is about leadership in a way you might expect to see on a an MBA program or a leadership training. So there’s there’s some basic building blocks that need to be in place, but then as we move into the afternoon, there’s an awful lot of stuff that I think you would recognize as a psychologist and a therapist about um um projection and containment, transference and counter-transference splitting, the things like that that do crop up in the work. Yeah, that are thing if you’re an operational manager, it helps to see it, it helps to understand it. Um, I’m very um careful in setting boundaries about what are the limits to doing that kind of work. That the that so noticing you know transference effect in a key worker relationship is probably useful and helps you think about what’s going on and what the needs of the child might be and what support the staff might need, but it’s not therapy. And and so and so drawing those boundaries uh when you when you’re going into that area is I think is quite an important part of the work. So I think that’s the journey. So now I have a portfolio career now, so I do uh the leadership stuff through Elevate. I um I’m a non-exec director for three different organizations, and I and I consult. So um which is you know it’s always advisory. So you know I think I’ve been I’ve been invited to step into operational spaces before now, but I’m quite um I’m quite boundaried about that. And my my job’s to advise and help. It’s not it’s not to actually come and do the work.

Colby: 12:32

It’s interesting, isn’t it? It it does it it’s not dissimilar in some ways to how my own my own career is uh is kind of unfolding. I am still doing a lot of um psychotherapy work with children and young people who are recovering from multiple adversities. Um, but certainly uh that more consultant role to organisations and and supporting and as well as um uh supervision, consultant supervisor type roles has become more and more uh an aspect of my role and uh of my work, sorry. And I’ve you know, and I for example, I’ve I’m doing less and less training these days and moving more into the development of individuals and teams in a consultant and supervisory way, as opposed to delivering standalone training.

Tom: 13:31

I th I think I’m merging the two.

Colby: 13:33

So yeah, it sounds like it.

Tom: 13:35

Yeah, so so certainly the leadership program that starts in November. So I’ve developed a 12-month program, and a third of that program is coaching. So, so it the the the the training bit to introduce principles and concepts and ideas, and throughout that program, and and actually pretty much everything I do, I I emphasis the need to have some self-awareness or develop increased self-awareness through the program. And so I think I’m doing the same thing every time. I’m introducing some concepts and ideas that might be helpful in the leadership task, and then I’m exploring okay, what are the barriers to you engaging in this? Because the way I describe it is quite often in the training element, I’m telling people things they already know. Now I might be telling them in a way they’ve not heard it before, or describing it in a way they’ve not, or framing it in a way they’ve not heard it before, but I’m telling people things they already know. So the the purpose of the program then is okay, if I if I describe to you something you already know in a way you’ve not heard before, the rest of the program is to explore why you’re not doing it. And so which is usually it’s it’s internal stuff. You know, we we started um you know, you after your introduction, my reaction was the voice at the back of my head telling me that’s too impressive, that can’t possibly be it. And so and and dealing with imposter syndrome, for example, is that can be a barrier to people fully taking up their role and taking up authority. And I think for me, the biggest issue that I repeatedly run into in leadership situations is uh um people being hesitant to take up the authority that goes with their role. You have to take the risk. Yeah, I think the the way I frame it is you have to take the risk of not being liked. To to take up leadership fully, you’re risking uh rejection, you’re risking losing connection, you’re risking, you know, if you if you put the needs of the organization first, you are risking quite a bit. And I think that’s where people hesitate. So they’ll they’ll get into a leadership role, they’ll be doing the things they’re supposed to be doing, that we’re going to the meetings they’re supposed to be doing, that we’re sitting in supervision, for example, which you’re not we’re going to talk about. So you’re you’re acting out the things that you’re supposed to act out in that job, but maybe what you’re not doing is taking up authority, which is which is embodying the responsibility, accountability, and authority that sits with the rule.

Colby: 16:18

And that would be an interesting thing to explore um as to why why they just hearkening back to a it was almost like remember the old movie uh Harry Maguire when he when he was it Harry Maguire? No, that’s that’s the Manchester guy. Um what was it? It was a Tom Cruise movie. Um with the Jerry Maguire. Jerry Maguire, there you go. Some people might edit that bit out because I’m gonna leave it in because of course Harry Maguire plays for Manchester United. You’re not far from Manchester, he scored the head of winner, much maligned former captain of the club. Anyway, so I’ve had him on my mind a little bit today because one of the sons is a massive Manchester United fan. Um remember in Jerry Maguire, he bit the his the the love interest is in a gathering with some um with some women and and uh and he he turns up and starts you know uh making all sorts of statements about um you know his his affections towards her, and she says, You had me, what did she say? You had me at the door or something similar like that. I had exactly the same uh reaction in my own mind then when you when you said about people um uh telling people what they already know, which I think is a really good start in any training endeavor or any supervision endeavor, but then moving on to talking about why they’re not doing it, which is you know akin to saying what’s what is getting in the way of you um being able to actually practice those things that you already know. Um you mentioned also a number of concepts a little bit earlier that um I guess most listeners or many listeners to this podcast would recognise as being concepts or constructs that are related to psychoanalytic thinking and psychodynamic thinking. I’m just wondering uh about other influences on your peer, uh on your sorry, on your career uh progression. Are there uh people important people or or important theoretical frameworks?

Tom: 18:40

Uh in terms of theoretical frameworks, I’ve cycled through all sorts of things. So so I did the psychoanalytic thing quite deeply in in the noughties. That that you know, I did I did a master’s in psychoanalytic observational studies and went into analysis myself, and I went down the avenue of training to be a psychoanalytic psychotherapist and then realized I’d probably be a really terrible one. And turned and and by that point my my day job had developed into you know, I was I was I was in roles with director in the title. And so I thought, well, actually, I enjoy being a manager, I enjoyed being a director, I enjoyed um helping people in that way because I think that’s what leaders do. I think leaders help people, and and I usually add a caveat to the end of that, and help comes in many forms, so so helping people sounds uh lovely, it sounds really pleasant that you know I go to work every day and I help people, but sometimes help involves a difficult conversation or or even a difficult process, and so um I kind of arrived at at the well, I I think the job of leaders is to help people, and um but on that journey I I’ve been influenced by all sorts of things. So um yeah, I’ve studied uh management and management studies at quite an academic level, uh, which is quite dry. Um but I’ve also picked up a lot by just doing the work. I think early in my career, um, when I was a practitioner, when I worked with the children, the it seemed like attachment theory was a new idea. So I remember I’d been in the work for five or six years. I’d I’d been working directly with children in residential settings in their homes for five or six years, and and then there was suddenly I was put on the list to go on an attachment training, which I got very excited about. I thought, oh, this is great, this is this is exactly what I want to be doing. And I went on a day of attachment training, and I learned about avoidant and ambivalent attachment styles and disorganized attachments, and I learned about John Bowlby and Mary Main and the strange situation test. And I did this, it was a very full day, and I really enjoyed it. And when I went back to work in the home the next day, somebody said to me, So what are you gonna do different? And I didn’t have an answer. I really I kind of thought, okay, I’ve I’ve I’ve picked up some jargon, I’ve picked up some frames and ways of looking at things, but I didn’t really understand what I do with this, how do I apply this? You know, and so when I’m developed training, even if I’m doing, I do some 90-minute webinars that I tend to give away. But even on those, I’m very mindful, I remember that experience, and I’m very mindful of in this 90 minutes, I want to give anybody that attends something that they can walk away and use in their in the management and leadership tasks, something that okay, I can use that. So I I try to go very quickly from conceptual theoretical stuff to an invitation of okay, how might you use this? And uh I think pretty much every training that I do ends with tell me how you’re gonna use what you’ve used today. And I go around the room and get people to tell me how they’re gonna use it because it is it is that um application of the training rather than uh you know people can go on a training and be thoroughly entertained, and it makes no difference whatsoever in their career. And and it and training managers tend to measure training in that way, they’ll hand out a feedback form and you know you put smiley faces on and say how many, you know, whether you get a smiley face or a sad face dictates how good or not the training was. And I’ve always struggled with that a bit because I think surely the training, the the the value of the training, how good the training is, is does it actually change what people do in the workplace? And is that is that change enduring? Are they are they working in a different way 12 months later? Or is it just something they pick up, deploy a little bit of jargon in the workplace to show that they’ve been on the course and then go back to doing how they did things all along?

Colby: 22:59

I think I well, there’s there’s a lot in that. I think um the way I used to put it is that um training often um was focused on what people needed to know, uh, but didn’t really offer much in terms of what people needed to do. And there’s still plenty of training, I think, that is like that, that is very much knowledge oriented, right, and uh lacks um the uh it lacks um the provision or the delivery of um of a way of um turning your mind to how you’re going to implement this knowledge that you’ve been gained, you’ve gained. And I think the other thing that um you just said there right at the end is about in 12 months’ time people may they may have made a change but go back to how they’ve always practiced, or they may never have even made a um a change at all. They just had new concepts and and new ways of perhaps thinking about the work, which in itself is not a bad thing. Um, but there’s a there’s a statistical phenomenon, phenomenon, phenomenon. It’s getting late in the day here. I’ve been talking to young people all day. Um, there’s a statistical phenomenon called regression to the mean. And regression to the mean really um is is a phenomenon that that relates to in any change endeavor, you probably already know this, so this is just for the for our listeners um who haven’t heard it, but in any change phenomenon or change process, people uh will find it hard to sustain the change over time, and they’ll and they’ll often end up back where they started again over time. It’s really difficult to change habitual uh behaviors, including, for example, the way we relate to other people. And um, so that’s regression to the mean. People some people don’t change those who do, some people can mobilize effort to change their approach, but they’ll um but a good proportion of those will end up go reverting back to just performing in the role uh how they always have. And that that has brings me back to something that you said earlier about starting with where people know. Because it’s my view that if you start with where people with what people already know and already do, you you you cut out this phenomenon, or you have your best chance of um cutting out this phenomenon, and rather just focus on those aspects of the way in which people perform in the role that are um therapeutic, that are helpful, that are um able to be sustained over time. And um the the further importance of that, notwithstanding that it’s easier for people to keep doing the things, perhaps emphasizing certain things over other things, but keep doing the things they already know and do, um, is that it’s not as jarring for the young people because our young people uh can you know are very sensitive to inconsistencies and uh and they you know it does they don’t always react or respond well to them those inconsistencies.Tom: 26:27

I think you’ve said a lot now, so I’m trying to pick up the the things you’ve said, but the the the the thing about uh regression to the mean uh might mean that someone engages in a training, they change their behavior for a bit, and then after 12 months they’ve gone back to where they were before.

Colby: 26:45

That’s right.

Tom: 26:46

The the thing that I try to the way I try to address that is if you can change the way somebody sees their job, their role, and what their role is for, I think it’s less likely there would be that regression. It might happen from time to time, but it’s easier to snap them out of it, if it particularly if the supervisor can see it. So, for example, um on most of the trainings I do now, I’ll introduce primary tasks at the beginning of the training, which an idea from beyond. So from that kind of psychoanalytic, psychodynamic movement. But the the fundamental question, well, what are we here for? What what what what is the task that we’re here to do? And I I never cease to be surprised that in certainly in the UK, if you ask a the registered manager of a children’s home, and they might work within an organization that that uh builds itself as psycho uh as therapeutic. We’re therapeutic, we worked with therapeutic model. And if you ask a manager of a home, okay, what’s the purpose of your home? What are you here for? I’m always taken aback by how vague the answers are. There’ll be a bit of jargon thrown in there, it’ll be a bit vague. Words like nurture get deployed and therapeutic and so on. Without, and if you drill in to start drilling into those words, well, what do you mean by nurturing? And what do you mean by therapeutic, they run out of rope pretty quickly. And that’s not their fault. That that I think that’s I think one of the things in uh professional culture is we use jargon to distance people, we use jargon to try and you know um embellish our own understanding. So the more the more jargon you can deploy, the smarter you look. Whereas that I try and go the other way and say, well, let’s try and express this really simply. Because somebody who if you deploy a lot of jargon, how do you help somebody who who started in the work last week? And so um we spend on pretty much every training I do, the first hour and a half is what’s the primary task associated with your role? So if you’re a home manager, that a home represents quite a discrete kind of system. Uh yeah, you it links to a wider organization usually, but it’s quite a discrete system. So you say, okay, what does this discrete system do? What’s what’s the purpose of it? What does it do? I think if you distill that into a sentence or two sentences that are clear and free of jargon, it’s enormously helpful because I don’t think that leader can if they if they really commit to the task of okay, let’s let’s develop a primary, let’s develop an expression of the primary task, a couple of sentences. It’s very difficult for them to go back to where they were before because they see their work differently now, and there’s clarity about it. And and one of the things when I’m asking people to do that, I say, look, it’s unlikely you’re going to do this at the first time of asking. So you sit down. What does okay? So you’re the manager of a children’s film, and it sits in an organization and on the website it says it’s therapeutic. And maybe there’s some clinicians in and out of the service. Okay, write down in a sentence or two sentence what. What’s the primary task of that system? Um, I’ve never known anyone who just do it. I I they’ll they’ll write it, they’ll edit it, I’ll challenge it a bit, they’ll go back. And I and I quite often say, look, you’re gonna you probably if we did a training on a Friday, if you come back to that primary task on Monday and read it again, it won’t be right. It’ll need to be distilled, it’ll need to be worked on until you’ve got absolute clarity of what are we here to do. And I think that that the that avoids the regression to the mean thing. That if you if you’ve got actually, I’m really clear about what I’m here to do and and how I do it. So I use a phrase, um, it’s quite often people make the claim, well, we’re here to do therapeutic work with children. And the place that we get to is something along the lines of, okay, so you consciously use relationships in order to affect enduring transformation in children. Okay, there’s some big words there, but they’re not jargon. So you can’t it’s the conscious use of relationships because if you children, you know, a teacher in a classroom probably wouldn’t make that claim. They’re there something to do with uh knowledge and development and teaching. And a teacher can have a relationship with a child that is actually beneficial and helps the child to grow and develop as a human being, but the teacher isn’t consciously using that relationship. And so if you’re delivering therapeutic care residentially, the I try and boil it down and say, okay, what is it that you’re doing? Okay, it’s a conscious use of relationships. So you’re conscious, you’re thinking about the relationships. You’re uh and in order to um deliver, or words of that words of a similar word, uh, enduring transformation in children. Because again, the the enduring transformation bit, and I had a debate about this last week, is I’ve come there are people in residential childcare who believe their job is to make the children behave. So that’s so the job is to make the child. So so here’s a child behaving badly, you know, they they live in a home for 12, 18 months, and then they’re not behaving badly anymore. Now that is a good outcome. I wouldn’t I wouldn’t dispute it, that’s a really good outcome. But it’s probably because there’s some other transformation that’s gone on underneath that means the behavior’s not necessary anymore.

Colby: 32:27

Yeah.

Tom: 32:28

And so it it certainly in residential work with children, really thinking about what is it that what what is it that makes a difference? What do we do? What are we aiming for? And what do we use out is the conscious use of relationships. And the trans and it’s transformation because it is literally on a neurological level. You’re looking to change synapses and pathways in the brain, in order that I think I’ve got a slogan somewhere that it’s about um that they can enjoy and succeed in the world. Because okay, what does a good outcome look like after a residential experience? Well, you would want those children in adulthood to be able to enjoy being in the world and to succeed in whatever form they choose to succeed.

Colby: 33:16

That’s also an imp a difficult question for people to answer. Um, while you’ve been talking, I’ve been just thinking, yes, yes, yes. I love starting out with what are we here for? With the primary task. What do we do? Because I think what happens in social care and and various aspects of child protection endeavor is that the work is so confronting or you know hectic in in some way or or potentially even overwhelming, is that people stop thinking and just and do. And that and once you can get them, as you said, once you can get them to start thinking about the work that they do, that then that stops them from just doing it in a almost in a procedural way, which is where you get that problem of them going back to or or continuing to do what they’ve always done. So I love that idea. I think you’ve mentioned three things. Is is that that firstly getting people to think about what is the primary task or what is what is the core task of our organization. What do we know, and what what is getting in the way of us that delivering upon that. I think there, if I’ve heard you right, there are three really core aspects of of um training that you deliver in in these in this sector.

Tom: 34:48

I think I think the other thing to acknowledge is there are forces that will push you off task. So so in the UK, um you don’t have to talk to anybody involved in residential childcare for very long before the conversation turns to Ofsted and regulation.

Colby: 35:04

Yeah.

Tom: 35:05

And I and regulation is important, and managers in particular, registered managers in particular, and responsible individuals, which are statutory titles in the UK, um, they would be very ill-advised not to pay a lot of attention to regulation. However, that’s not why we came here. So, so in terms of and I think that has taken over a little bit. So I you you’ll see it on you know on LinkedIn, managers will put their Ostead rating now in their title, you know, outstanding or you know, good rated manager with Osted. And I’ve sat in interviews with managers where they clearly felt what I was looking for was somebody who can deliver very good Ofsted outcomes. Because the rate uh outstanding good requires improvement or inadequate. So that they’re rated. And the the ratings have consequences, you know, they have they have consequences for the organization, and sometimes they have consequences for the children, and so that is a very real, very powerful force acting on the question of what did we come here to do? And then there are other forces as well. I think that’s the one at the moment that I feel um eclipses occasionally the best interests of the children because the the managers become so preoccupied about their Ostead rating that they will become concerned that that a child that they might be caring for who’s struggling and um acting out or running away or you know uh pre presenting behavioral challenges, they’ll become concerned that that might impact their Ofsted rating.

Colby: 36:53

Yes.

Tom: 36:54

Now, actually, that’s not what we came here to do. We didn’t come here to achieve outstanding Ofstead ratings, we came here to um help children in a transformative process using relationships, and and sometimes there is there is and I know if there’s any Ostead inspectors listening, and I had a debate with one recently, they would say uh there’s no inconsistency. And I think I think you can have a situation where there’s no inconsistency, but I think that force is so uh dominant, it’s shaping the thinking of people in residential childcare in the UK.

Colby: 37:31

Yeah.

Tom: 37:32

Occasionally it eclipses the consideration of what does this child need from us?

Colby: 37:38

It’s one of those unintended consequences of um of regulation. Regulation is important for ensuring public safety. There’s and uh you you may not know this, but until the middle of last year, I’d spent 14 and a half years in various roles, right through to chair and deputy chair positions in our own national health practitioner regulation scheme in the psychology part of it here in Australia. So I I’m a believer in in regulation, but it needs to be light touch and it needs to ensure that um we don’t end up um scaring our you know our our service providers into becoming risk-averse and preoccupied with with um with regulation. And and you know, I think there’s uh including guests that we’ve had on this podcast, and well a number of guests on this that I’ve had on the podcast would agree with the notion that that probably the most important role of um a responsible individual or a leader in an organization in in order to achieve the therapeutic task would be to turn their mind to staff well-being, the people who are actually delivering services on the floor. And that um and that yeah, the I my concern would be who is facilitating that outcome where the staff are in the best possible place to be delivering therapeutic care if the responsible individual managers are so concerned about um regulation.

Tom: 39:24

Yeah, I think don’t get me wrong, regulation is a power for good. And so, in and if you look at the UK in the 1970s, the chances of being abused as a resident in a children’s home were incredibly high. It was it was almost a one-to-one relationship. If you’re in residential care, you’re gonna be subject to some kind of abuse, and I don’t think that’s the case anymore. I think I think I think when abuse happens in children’s homes, it’s unusual and it’s almost uh headline grabbing when it happens.

Colby: 39:54

Certainly is.

Tom: 39:55

And one of the things that’s contributed to that journey, that improvement without a doubt, is regulation. I think I’m I’m quite a big fan of the notion of authentic leadership. And a principle of authentic leadership is balance. So so the a leader leading, I don’t and I don’t think it’s the regulator’s fault that that um providers have become preoccupied with um regulatory outcomes. I I I think they’re looking for something to measure how good or not they are, and the regulator gives them a convenient shorthand for whether they’re good or not.

Colby: 40:31

Well, the work is tough, isn’t it? So you don’t get that many pats on the back necessarily. This actually that’s interesting, just quickly as a segue, in terms of what people find are easy and difficult to describe about the work. And you were mentioning that um that people in your in your experience um find it very difficult to describe the primary task just off the bat, if they’re asked. What are we what are we here for? You’d think that that was the easiest thing to say. Um I was go thinking of asking you what do they find easy to describe. I I’ll just let you know from my experience when I when I’m working therapeutically um with parent clients or or with um when I when I’m engaged, sorry, with parent clients or with with teachers of children that I see or with the uh caseworker from the statutory child protection organization, I’ll often say to them uh what how will you know that the service I’m delivering has made a difference? So what what are the positive things? What are the growth things that you you are looking to see? And and they again they just can’t they they really struggle to answer that question. Whereas they’ll they’ll easily tell you what all the problems are. They’ll very, very easily tell you the problem. And I think that has a bit to do, well, I know from a psychology point of view, it has a bit to do with how our thinking and problem solving, uh, how much our thinking is devoted to problem solving versus um acknowledging or paying attention to the good stuff.

Tom: 42:22

There was a there was an event in the UK last month, uh it was a very good event actually, but there was a there was an event about um it was for commissioners, so those who are commissioning and paying for children’s residential services and focusing on well, what do we mean by therapeutic? So if we’re commissioning something and it’s therapeutic, what is it that we’re commissioning exactly? And I got into a conversation with the commissioner there about tier four step down, which children coming from um sectioned under the Mental Health Act and being discharged into the community. And the uh the commissioner was saying, well, we want we want to know that the children are getting sessional therapies. And I said, Well, maybe I think you know, having run you know an organization that that does tier four step down, my primary concern was always risk management. It was the the top of the list is are the risks being managed? Because the the the children, you know, they found themselves sectioned under the mental health app, usually for the risks they pose to themselves. You know, and uh and they’re making a transition from something where the boundaries were very solid, as in locked doors uh and occasionally pharmaceutical boundaries, um, into uh an environment which by its definition is going to be a bit looser. And so the conversation there was I think the top, you know, if you’re making a list of what what do we want from a provider of tier four step-down services, I think that the the the number one isn’t therap, you know, sessional therapies with a clinician, although it might be on your list, but the number one needs to be robust risk management. And and that again, it was that was a version of the conversation of what are we here for, or or in that case, okay, you’re here to commission what is it that you’re commissioning, and how do you work out what it is that you need? And um I think that going back to basic principles um in whatever you’re doing is incredibly helpful. And the way you frame what are we here to do is really does dictate the outcomes. So if you’ve got a clear, I think if you’re a sessional therapist and you’re, you know, you’ve you you’ve got a therapy room and a child is coming in for therapy, in a way it’s hard to lose sight of what you’re there for. It’s kind of suggested by the space and the the time limit and the rest of it. If you’re a residential worker in a children’s home and you’re driving kids to and from appointments, you’re filling in paperwork, you’re mopping the floor, you’re preparing a meal, you’re cleaning the toilet, you’re going on a training course, all the things connected with that, I think it’s much easier because there’s so much variety in the task. It’s much easier to lose sight of well, what am I here for? You know, but how how do you align um and align align is another word I’m fond of using, but how do you align mopping the floor and cleaning the toilet with um transformational change through relationships? You know, it’s it’s easier to lose sight of it.

Colby: 45:44

Yes, uh, yes, that I think that’s that’s really quite interesting. And um I was also uh while you were talking about um risk management, I was I was just I was one wondering if you would um briefly you know kind of describe what you mean by risk management as a as a really fundamental aspect of the of the role.

Tom: 46:11

I think um, you know, if you think about services that look after children who present a risk to themselves, the risk management hits on a number of layers. So so you you you would want staff who are clearly orientated to risk management. And I know that sounds silly, but it’s not just the manager task. So I think again, in children’s homes, one of the things that happens is a manager will write a risk assessment, the staff will peruse the risk assessment, particularly if it’s full of jargon, it won’t go in. And then they’ll go about their business having forgotten about the risk assessment. So a lot of risk management stuff is cultural. It is about people understanding that they’re responsible for this child, understanding what the risks are around this child, understanding the sort of things this child might do and acting accordingly. And and the notion understanding uh the authority that sits with your role is important. So it’s so you don’t get to say, well, it was it was someone else’s. I thought someone else was watching that child, for example. So in in terms of risk management, there’s a link to governance, but but um who is doing what and when, who is responsible for what and for what period, and when is it handed from one person to the next? And that I know that sounds really simple, but where things go wrong, it’s usually where that that chain breaks down. So who was responsible for uh a young person who perhaps presented risks in one moment to the next? And in children’s homes, that stuff is complicated because you’ve got lots of moving parts and you’ve got things that might happen that pull you out of shape, like the telephone ringing or the doorbell ringing or another child drawing resources away. And so um it is very um, it sounds very basic, but it’s about who is doing what, where, and when, and who’s responsible for what, and and is the clarity about that on the ground? So if I come into a home and I am responsible for, and there’s I don’t know, three or four, five or six children there, and I’m responsible for the safety of one of those children because they’re being funded for one-to-one care by the local authority for reasons of risk. I need to understand that and it needs to be clear, and I need to make sure that if I need to step away from that child, I’ve clearly communicated with one of my colleagues and they’re going to step into the space. And so it’s it’s very um it’s very operational and it’s not that connected with um some of the psychoanalytic and psychodynamic or even or inverted commas therapeutic stuff that that we might might also discuss that that child needs. But fundamentally, that child needs to be safe, and and to create the safety, everybody needs to be clear who’s looking after that child and who’s responsible for their safety moment to moment.

Colby: 49:11

So I’m getting excited now because I was gonna say, well, I’m just a simple person as well. And I uh well, maybe not as well, but I’m a simple man with a simple message. And when you were talking about risk, the the little the mischievous part of me was thinking, are we talking what are we talking about with risk management? Are we talking about how we you know manage actual physical risks or or procedural risks? And I think there’s there’s some of that in it, but are we not also talking about safety and psychological safety, physical safety? And I think yeah, I think the way we talk about these things is um really important because I think a conversation that that uses the safety language over the risk language probably aligns better with the um the primary task that you that you’re referring to earlier. And um yeah, it uh the therapeutic task as such is to is to keep children safe, to do what we we as adults who are responsible for their care and management, uh what we what is expected of us uh to keep this young person safe, which is you know you can take it right back. It’s it’s it’s it’s parenting 101, isn’t it? Really? You you have a child, you you have a child as a couple, and um uh and when that child is in your care, the f you gotta one of the first things you gotta do is ensure that they’re safe at all times, both uh emotionally, psychologically, and physically safe, and and that their their other um primary dependency needs are being met. But um yeah, I I think the language, as I said, I love alignment as well. I think alignment is is a key construct in this area and and not well um used or thought about. I mean, I think it in in our work in social care and child protection, I’d love to see a lot more thinking about the work happening and and and to the extent that there’s a lot more thinking about it, I’d like to think a lot that there’s a lot more alignment.

Tom: 51:31

Um I think I think on alignment like after a visited. If I’m doing and it is pretty much true of every leadership training, do whether it’s supervision or whether you know a full leadership program, is once we’ve got clear about primary tasks, what are we here to do? The thing that naturally follows from that is alignment. Because if you think, okay, I’m working with leaders, so if a leader through some work we’re doing together, they reframe their primary task. And and again, it’s I’m not introducing them to new ideas, I’m just introducing them to a new way of framing it and thinking about it. It’s not, they’re not going to conclude, oh, I didn’t know that’s what I was here for. It would just be a okay, I’ve got more clarity of how I describe what I’m here for. And if you can describe it, you can you can repeat it. And so the the role of the leader is to then go and repeat that to the team. This is what I think we’re here for, and there might be a debate about that. Usually there’s not, but there might be a debate about that, and then over time, the job of the leader is to align the individual members of their team to that to that task. And I’ve I’ve got some graphs that are you uh graphs, diagrams, I’ve got some diagrams that are used in the training that that illustrate this very simply and very clearly. The idea of without a leader who’s clear about the primary task and he and who is actively aligning people to the primary task, people will end up aligned all over the place. There’ll be they’ll be the everybody will be facing in a different direction, slightly. Um, there might be some commonality, they’re looking in roughly the right direction, but they’re not looking at the same thing. And you know, I think that the an essential principle of leadership, as as distinguished from management, management’s slightly different, but as as an essential quality of leadership is to align the team to that primary task because that then becomes quite powerful. We all know what we’re here for, and we’re all coming into the workplace every day and moving toward that. You you end up leveraging off the power of the group.Colby: 53:41

Yeah. What what importance do you place on leaders um having regular supervision themselves and uh and and and training about uh some of these things that you’re talking about? What what importance do you put on that? How do you think about the importance of that?

Tom: 54:05

Well, as somebody who delivers this kind of training, I’d say it’s very important. Yes, of course, that’s the obvious in in terms of supervision. If you think about the frame they’re offered, so the frame is and we’ll we’ll take the manager of a children’s home, but it could be a school, it could be a residential school, it could be a fostering service. Um so you’ve you’ve got a manager who’s developed some clarity about their primary task, and their job is to align people to that primary task and move forward towards achieving uh those outcomes. For example, transformative change brought on by conscious use of relationships. So that’s that’s what we’re moving towards, and everybody’s aligned to that. Over time, what will happen is people, including the leader, will become misaligned. Other forces will like the regulator or like a crisis or you know, a lack of staffing, or um, or the children, you know, the the stuff that the children bring can pull you out of shape. And um so the manager’s own supervision should be helping them reflect on where they are, take stock of where they are, work out am I still advancing towards that primary task, or have I drifted off because I’ve been pulled out of shape by the things that just happen when you’re in these complicated roles. Um so I I would say that if somebody, if if you have a moment in time, it never happens. But let if you imagine a moment in time where you’ve got a team that’s arranged in a hierarchy, and the person at the top is perfectly aligned, and everybody underneath it is perfectly aligned. The supervision is the thing where you fine-tune, okay, that one’s slightly out of whack, so let’s bring that one in, and that one’s or that person there is struggling with something, maybe something coming from the children, maybe something coming from outside of the system from home or or wherever. Um the role of the manager’s supervisor is to help reflect and take stock and work out where they are. Um, and within that, I mean, the there’s lots, you know, there’s lots of different supervision models. There’s an awful lot. There’s, you know, seven-eyed model, there’s a four by four by four model. Um the in the old days in the children’s homes regulations in the UK, you got in England rather, in uh slightly different in Scotland and Wales. But in England, you you used to get eight points. It would guide you and say, right, supervision should take place monthly and they should cover these eight points. So it’s very prescriptive, it’s less prescriptive now, but it was very prescriptive at the time. But if I try and make things simple, so so you say, okay, well, supervision is about alignment, that bit of have we drifted away from the thing we came here to do? And if we have, can we can we correct? And the second part is understanding, and so so and so you’ve got alignment, are we moving toward the thing? And the understanding bit, understanding is a broad term, but is it’s it includes self-awareness, it includes understanding what are the things that are push pulling us out of shape or pushing us out of shape, it includes understanding what’s going on for the children, which which is uh, you know, I think I think um the trauma informed gets bandied around a lot in the UK at the moment as a way of understanding children that have had adverse experiences in their early childhood.

Colby: 57:37

Not just the UK, yeah.

Tom: 57:39

Okay, so but if you if you think whether you call it trauma informed or attachment informed, or you know, understanding that um it, I I think working with children who experienced trauma and neglect is not intuitive. It’s it’s so the intuitive thing is, and I was in a conversation with well, well, this works with my children, so why doesn’t it work with these children? That’s the intuitive thing. That the someone comes through the door and says, Well, um, he’s been that child over there’s been beastly and called me all sorts of terrible names, he should go to bed early, you know, which might work. Um, I wouldn’t use that at home with my son, but but but I I kind of get the thinking. I kind of get okay, um cause and effect. Okay, so we’re gonna use cause and effect thinking to try and shape the behavior of these children. It doesn’t work with children who’ve had really um unpleasant and neglectful and abusive experiences growing up in their early early life because the the bits of the brain that deal with cause and effect don’t work terribly well. And you know, they’re learning. Yeah, and you know, there’s I’ve got a slide in one of the trainings I do that’s that’s um it’s brain scans of the remaining orphanage kids, and I’m literally showing they’ve not got the hardware, so it’s it’s not even a question of the running different software, they don’t have the hardware that the gray matter is not there to do this cause and effect thinking. So, and I take that as an example of okay, understanding the effects of trauma, it’s not intuitive, you can’t just intuit it. Some people, some people, to be fair, uh are closer to it than others in just by their you know natural inclinations. But um you have to develop understanding to do this job. You you can’t you can’t just intuit your way through it, and so the second part of supervision is about understanding. So it might be understanding okay, what’s the neurology of a traumatized child like and why is it unhelpful to use sanctions and rewards, and ineffective actually, but but actually actively unhelpful. Uh, and what can you do instead? And but then the other part of the understanding thing is understanding yourself and understanding. Well, what what is working with these children provoking in you? Um, why is that? And actually, um to well, I I I because uh there’s a real issue in the UK with turnover in this sector. So so people come into the work and they leave the work. Now I think there’s various reasons for that. One one reason might be that organizations might the people at the ground floor and the people at the top of the organization are not well aligned, but I think a big reason that goes unacknowledged is working with these children can provoke feelings that are very uncomfortable. And without supervision that helps you sort out what is your stuff that was in you when you came through the door, and what are you picking up from the children? What’s or HR, what’s going into you? Um without being able to sort those things out, and I’m I’m trying in a very simplistic way, I’m avoiding jargon to talk about um personal and diagnostic counter transference. But the the I tend not to use those terms in the workplace, but um, I’m doing it for you because I know you’d get it. Yeah, it’s just the two of us, yeah. So the that um diagnostic country the the idea that that somebody else that you could have a feeling that you don’t have a valency for, it’s not yours, you’ve picked it up from one of the children. If you don’t understand that, if you’re not helped to understand that, you might think it’s you, you know, and and that could be it could be feelings of depression or anxiety, it could be feelings linked with abuse. And I think if you’re not helped to process that stuff and it’s strong enough, you probably you probably start to feel like you might be a bad person or a depressed person, or oh, this isn’t for me, and run away from it.

Colby: 1:02:05

It’s it’s that um oh vicarious traumatization in a sense, isn’t it? It’s well it not in probably in more than a sense, but um it’s what what we absorb, I guess, from the work, and um individuals and organizations absorb a lot. And we and we have individuals and organizations who work in this area who them who become very much like the clientele that they’re serving, um, probably in part because of a lack of space and time to reflect on what’s actually going on here, to think, you know, to think about the work. And I think there’s three things you’ve you’ve kind of mentioned which align very much, there’s that word, they align very much with um my most recent past guest, uh Adriana Diaz, talking about a program in Portugal, but uh supervision on that project aligns with what you’re talking about. At the very least, it’s about what’s going on for us, it’s about what’s going on for the children, and it and it’s what’s going on in the organization. That’s how I understand um what you’ve talked about, how aligned we are with the primary task, what’s going on for with the kids that we’re seeing, and what’s going on with us as well. And we need at least those three aspects of supervision. Um well that they are very important uh to um facilitate an outcome where we where we work closely to and with that that primary task that we have.

Tom: 1:03:49

I think like I say, I I I try and keep everything really simple. So it’s the the alignment thing is are you approaching the primary task? And the understanding thing is, well, what are the many forces that might be acting on you that prevent you from aligning with the primary task? That and that could be unconscious processes, it could be um, you know, stuff coming from the children. It could, it could be, you know, it could be, you know, for a manager the regulatory environment, it could be the organization and things that are going on in the organization that might not be, there might not be a straight line relationship with the children. There usually is, you can usually find uh if you if you’re working with children who are whose presentation is dysfunctional, that dysfunction will get into the organization and it mirrors up and down. And um in an effective organization, organizations organize themselves in hierarchies, and in an effective organization, the way I describe it is anxiety feeds up through the system, and what should be coming back down is is a is containment, is processing the anxiety, metabolizing the anxiety and thinking with people, because the the you know the the understanding bet is being able to think about what’s going on rather than just experiencing.Colby: 1:05:06

Is it too simple to say that um what is really required in this work, but whether it’s um delivering a quality residential care service or or a foster care service, um or or performing the role of a statutory social worker or statutory child protection worker, probably one of the foundational things or the things that are of most important in this work is to have the time to stop and think about the work and and what’s happening for you um and what’s happening in terms of what you’re delivering to um to your client group.

Tom: 1:05:49

I think it’s about being balanced as a professional. So you I I was someone once described me and said, Oh, you’re you’re a doer, not a thinker. Because in my early career, I kind of got ahead by getting lots done very quickly, and uh that hit home because I can’t there was something very real about that that comment at that time, and the inference was I wasn’t being particularly reflective, and I certainly wasn’t looking at myself. And um, so you you we get rewarded in career, in profession, for being doers, getting stuff done, and you know, the likes of us would speak up for spaces to reflect, spaces to think, spaces to understand. But you have to have a balance. So, my you know, critique of organizations that are very psychologically informed and perhaps work in a psychodynamic way is they will think and analyze ad nausea and not get things done. And things need to get done. So that it is that balance. And I wouldn’t say like for most organizations doing the work that I’m involved in in the UK, I’d say there’s probably more doing than thinking. But I have come across the opposite scenario where there’s an organization that’s very, very good at thinking, very analytical, very um smart, introspective, and so on. But they struggle to get things done, they struggle to turn that processing and thinking into activity that makes the world a better place. And so it it is, you know, I go back to that, you know, the qualities of an authentic leader. Um one of which is um so the the qualities of the authentic leader are self-awareness, balance, transparency, and morality. And the transparency and morality thing together are about I think that that’s there’s a big lot of talk in leadership circles about being vulnerable, you know, allowing yourself to be vulnerable. I think there’s a link between trans if you if you play in the space between transparency and morality, you probably get to vulnerability, but the balance bit’s important. The the balance bit is um we need to be able to think and we need to be able to do, and you can’t sacrifice one for the other.

Colby: 1:08:25

So I’d I’ve what I’m gathering from this conversation that we’ve had today is that you it if and again, I’m a simple man. Uh I like I like to simplify things a lot too. And people, what what Einstein, perhaps the cleverest man of the 20th century, some would say, uh, maybe the cleverest man ever said, if you if you can’t describe it simply, you don’t know well know it well enough.Tom: 1:08:52

Yeah.

Colby: 1:08:52

That’s uh apparently an Einstein quote. But what I what I what I’ve heard you say, if I can bring up four key things, which is which are what are we here for? What is our primary task? Yeah. Um what’s getting in the way of us let me put it a different way is what is what is the primary task? Um what what does it look like to be delivering on the primary task? What’s getting in the w way of us doing it, and and what what is the the the next steps forward to making sure that we are delivering on the primary task? Would it be too simple? And I I have a feeling I there’s an important point that you’ve made that I’ve one that I’ve missed out in that um little list.

Tom: 1:10:01

I think the but so yeah, I I I am frequently, particularly when I’m working with new people, it’s what are the two questions that I always package up at the beginning is what are we here for and what do you want? Because hopefully they align, but they might not. Um, but you know, so what are we here for? Which is about your role and your role within the organization, but what do you want is more personal, it’s about you as a human being and what your you know dreams and aspirations might be. I think when I okay, so what are you here for and what do you want? Hopefully those two align. If they don’t, then we can do some work to help them to align. It when when there is clarity about the primary task and that leader is going off to align other people, the thing that we’re thinking about when I say what’s getting in the way, what’s getting in the way might be practical, it might be resources, it might be capital, it might be all sorts of things. But quite often it’s something unconscious or or or if not unconscious, unacknowledged. So uh as I said earlier, I think I think a frequent difficulty that, in particular, new leaders have is they’re reluctant to use their authority because they’re worried that other people will regard them badly. Who do you think you are? Um, why you I I can remember the first time I gave direction to somebody, and I was about 22 or 23, I found myself by default leader on a unit, and it was a unit, um, with some children who presented risks. And I I just worked out by elimination, oh, I must be in charge today. And the the the fellow, I can remember his name, but the fellow that I gave direction to was in his 50s, and I fully expected him to either laugh at me or dismiss me, or who do you think you are? Um and I I said, could you and it was about risk management. I was asking him, could he go and supervise a corridor where I knew there was always trouble down there? So send someone down there. Um and he just very politely said, Yep, and went and did it. And and I but I was waiting for something to come back, something negative, some rejection. And I think that that all right, I was lucky enough to be very young when that happened. But I think at whatever point in your career you find yourself in a position where you’re delegating or you’re asking people to do things, you you’re and you’re asking from a place of authority, you’re not asking as a favor. Um, I think a lot of people hit a barrier there. And and there are people running around with director in the title who’ve not overcome that barrier. That um, and then in the in the you know, if you if you follow leadership thinkers uh on the internet, um, there’s a big thing, authentic leadership is that there’s a big movement around authentic leadership, but there’s a lot of stuff about vulnerability and empathy, the empathetic leader, which I think’s all good, but it has to be balanced with, and you have authority and you have responsibility, and in particular, if you’re looking after children where there’s risk, you absolutely have to exercise their authority. You can’t not, you can’t choose not to because it feels a bit uncomfortable. And so um that what are the obstacles, they can be external or internal, and and it can be about what what what’s what’s going on on the inside, and um of uh somebody when I when I was in my early days as a director, somebody used to provoke me with the phrase of who are you being at work, which was a provocation to me because I was struggling with that, how to uh inhabit my role and still be me. You know, inhabit my role without looking like I’m pretending to be somebody that I’m not, and I was struggling with that. I think he could see it, and so he he would regularly deploy the phrase who are you being at work today, which was which was a big I didn’t like it, I didn’t like it, but it was the right challenge. It was uncomfortable, but it was the right challenge. It was it was you know that that was I don’t know 20 years ago. I’ve held on to it. Um so that the the I think very simply, and it is what are we here to do? How do we align people to that, and how do we address the things that get in the way of that alignment?

Colby: 1:14:38

And what’s the plan? It’s been a fascinating conversation, Tom. We we haven’t quite got through all the areas that I had hoped to speak to you about. So I um maybe make it maybe I can persuade you to come on again another time. I as you know, I had a bit of a senior moment there as happens. The thing that I I was try struggling to remember when I was trying to summarize our conversation under four points was the primary task, what do people already know? That was the bit. What do you already know? Um now I’m gonna have another senior moment um about the about the next two. But um, what’s getting in the way of what we already know, and then and then what’s the plan? How are we going to put realize this, how we’re going to operationalize it? Because as one of your mo your latter points has been is it’s you have to be thinking about the work. It’s really important to think and reflect about the work, but it’s you’ve got to also get stuff done. Yeah, you’ve got to be productive, you can’t spend all your time uh being in introspective um about although I I I often sort of think you know, reflecting on my own practice experience, I’m always thinking about what’s going on. I’m always both introspective and doing something, or reflective and doing something.

Tom: 1:16:10

I think I think that’s the place we aim for. So late career, I think I like to think I could say the same that I’m able to do and I’m able to think. Early career, that’s not the case. Early career, I was a manic doer. Yeah, who who probably left lots of collateral damage around him and and wasn’t particularly thoughtful about how I was doing what I was doing, why I was doing what I was doing, and what were the forces acting on me. I think that stuff certainly because I started residential work in my early 20s, and throughout my 20s, there wasn’t much regard for that. I was busy and I was rewarded for my busyness, but I think it was it was mid-career that I was challenged to actually actually meaningfully reflect and develop understanding and develop understanding of how am I being and how are the people around me being and what’s what’s passing in the space between us.

Colby: 1:17:13

Yeah, yeah. Well, once again, it’s just been I think a fascinating conversation and uh um so fascinating, in fact, that uh that I I slowed the process down a bit too much. So hopefully we um we may have an opportunity to speak again um a little bit more about um uh residential care, which is an aspect of care that you have um a career lifetime looking in and around, and uh love to hear more about your your um your thoughts around that too. But uh for the sake of uh allowing us both to get up with the rest of it at the end, uh mine is very short from here. Uh but yours is still mostly ahead of you. Um thanks again, and uh hope to speak to you again another time.

Tom: 1:18:09

Thank you, it was my pleasure.

Building Healthy Birth Family Connection – A podcast interview with Adriana Dias

How a Reflective, Respectful Approach Helped Families Choose Healthier Relationships

Child protection is often described with neat outcomes and rigid timelines, but the lived work rarely fits those lines. This episode explores a project in Portugal, Revira Volta, that set out to build healthier relationships between girls in residential care and their birth families by widening choice, deepening respect, and anchoring practice in reflection. The team challenged the linear idea of “turnaround” and leaned into non?linear change: shifting direction, trying new strategies, and making room for different destinations. By forming an external, dedicated team separate from daily residential routines, they protected role clarity and created space for a systemic approach. Families were treated as holders of meaningful knowledge shaped by their own contexts, not as blank slates. That stance changed the relationship in the room and opened possibilities that standard interventions often shut down.

The project was built on three intertwined layers of reflection. First, case reflection: building systemic hypotheses about each family’s history, strengths, and vulnerabilities, and selecting tailored strategies rather than defaulting to one-size-fits-all solutions. Second, project reflection: using supervision and expert input to adjust phases, session numbers, and methods as the work unfolded, allowing the design to evolve with evidence rather than forcing families into a preset program. Third, self-reflection: examining personal values, biases, and resonances as practitioners to avoid enmeshment, hold boundaries, and model the relational health they hoped families would internalise. This triad of reflection served as the engine of ethical, responsive practice, keeping the team thoughtful under pressure and aligned with a core aim—supporting healthier connections.

A striking insight was the shift from “reunification at all costs” to “healthier relationships as the true north.” For some families, full reunification remained right; for others, partial reunification—weekends at home, shared caregiving, stepped transitions—proved safer and more sustainable. The power lay in helping parents think clearly about their situation, tolerate hard feelings, and choose for themselves. Containment was crucial here: a trustworthy relationship where overwhelming fears and grief could be expressed, processed, and returned in digestible form. With containment, families felt seen rather than judged, which fostered self-worth and reduced defensiveness. From that steadier base, parents could weigh their daughters’ needs against their own constraints and opt for contact patterns that preserved connection without overwhelming daily stress.

Time emerged as the hardest challenge. Children’s developmental windows are short; adults often need longer to shift entrenched patterns or stabilise life conditions. This mismatch forces systems into blunt decisions. Ribeira Volta navigated the tension by being honest about limits while preserving dignity—naming children’s urgency, acknowledging parents’ pace, and crafting plans that balanced both. Reflective supervision proved vital: it prevented burnout, widened perspective, and protected therapeutic stance. Supervisors didn’t hand out answers; they created thinking space. The team mirrored that with families: not dictating, but partnering, validating, and co?creating next steps. That parallel process matters. When practitioners admit “we don’t know yet,” families are invited into genuine problem-solving, which is both respectful and effective.

Integration set this project apart. Rather than operating as a distant service, the external team worked closely with the residential staff while maintaining distinct roles, ensuring consistent messages and coordinated care. That alignment made practical differences—smoother contact, clearer expectations, and less role conflict. Funding as a pilot encouraged learning, and the team finished with sharper hypotheses about what to change next time: start with “healthy relationships” as the explicit outcome, keep structural guidelines but allow flexible pathways, and invest more in practitioner self-awareness from day one. These lessons speak to systems far beyond Portugal. When we treat families as partners, protect reflective space, and expand the definition of success, we don’t just improve metrics; we help people reclaim choice, dignity, and pathways that fit. That is the kind of non-linear change that endures.

You can listen to the podcast here:

You can watch here:

About Adriana:

Adriana graduated in Psychology from the Faculty of Psychology and Educational Sciences of the University of Porto in 2006. She later completed a Master’s degree in Special Education – with a Specialization in Early Intervention, from the Institute of Education of the University of Minho, in 2011.
 
Adriana is a Full member of the Portuguese Psychologists Association, is specialist in Clinical and Health Psychology, and has advanced specializations in Psychotherapy and Psychology of Justice.

Adriana also holds a Postgraduate degree in Child Protection from the Faculty of Law of the University of Coimbra, and is currently undertaking a PhD.

Adriana recently led the Revira Volta project that sought to build healthy relationships between young people in the care of Livramento, and their birth families. 

Related Podcasts:

If you liked this podcast, then Sally Rhodes’ podcast is another ‘must listen’!


Transcript of Adriana’s Interview:

Colby: 0:00

Hello and welcome to the Secure Star Podcast.

Adriana: 0:04

And Rivira Volta um have a more complex meaning. It means that you choose some pathways, some circumstances, and that aren’t um fitting quite well, that aren’t um uh going well, and you do something. Um sometimes you improvise, like the Portuguese love to do, and you um you achieve a different outcome. And most of the times these families, these parents didn’t have the fair conditions to develop, to um um to to develop their competences, to develop their um their dreams, and uh we thought that they deserved um have that fair condition to flourish. We saw ourselves, the team, the the professionals, we saw ourselves as facilitators of church. Um as facilitators of uh of dreaming. We are uh sharing and we are listening to them, listening about uh their knowledge, because they have knowledge, lots of knowledge. It’s a different kind of knowledge. It’s uh knowledge learned in different countries, but they have knowledge. Sometimes they choose um not to be all the time with their girls because they understand that they have uh conditions to learn. The self-conscience, uh the self-monitorization, the self-conscience, the self-knowledge about ourselves uh that can help us to choose what we want was one of the most beautiful uh goals that we achieved. When we are um when we have um we have this power of choose uh and we choose our pathway uh and we um have this how to cheat, um then we are um pacified with our choices and with what have happened in our lives. But when we uh feel that the the context um robbed us uh degrees of freedom, we are not good. And this was very important for us, um and we cannot uh uh forget that our residences can have um can limitate us if we don’t have um self-conscious or can be um very important uh um tools to work with the families because we know uh um who we are. I think that’s very important in enough in future projects of this nature.

Colby: 2:55

Hello and welcome to the Secure Start Podcast. I’m Colby Pierce, and joining me this episode is a fellow clinical psychologist in Portugal who led a project on an aspect of child protection work that is close to me and close to my heart and my head. Before I introduce my guests, I’d just like to acknowledge the traditional custodians of the land that I come to you from, the Ghana people of the Adelaide Plains, and acknowledge the continuing connection the living Ghana people feel to land, waters, culture, and community. I’d also like to pay my respects to their elders, past, present, and emerging. My guest this episode is Adriana Diaz. Adriana graduated in psychology from the Faculty of Psychology and Educational Sciences of the University of Porto in 2006. She later completed a master’s degree in special education with a specialization in early intervention from the Institute of Education at the University of Minho in 2011. Adriana is a full member of the Portuguese Psychologists Association, is specialist in clinical and health psychology, and has advanced specializations in psychotherapy and psychology of justice. Adriana also holds a postgraduate degree in child protection from the Faculty of Law of the University of, and I’m struggling with this, Coimbra. That’s a I know I’ll get Adriana to correct me on that in a moment. Adriana is also currently undertaking a PhD. Adriana recently led the Rivera Volta project that sought to build healthy relationships between young people in the care of Livermento and their birth families. Welcome, Adriana.

Adriana: 5:13

Hi, Colby. I want to thank you.

Colby: 5:17

Oh thank you for coming on. Now, there were two, there were the names of two universities there that I probably should have checked beforehand how they were pronounced. Uh and I didn’t. So one was is it Min? How would you Minho or how would you pronounce that university?

Adriana: 5:37

Minho, Minho, Minho. Yes, Minho.

Colby: 5:40

That’s one person Portugal. Minhos. Yes, I’ve got one from one. The other one I I I’m pretty sure that I failed at. What was the the the one where you did the um the other qualification in the faculty of law? What what’s that university called?

Adriana: 5:59

Coimbra. It’s the uh major yeah, the the third major um city in Portugal and the one of the most ancient um universities in Europe, Coimbra.

Colby: 6:13

And I I think of myself as a an amateur historian. I love history. How I’m embarrassed that I got that name. I didn’t know that. I didn’t know that, and I got that name wrong in the pronunciation. Um never mind, never mind. Now I also said Rivera Volta. Did I get that correct? Yes, yes, so Rivera Volta, yes.

Adriana: 6:47

I can’t do um that the the the R there.

Colby: 6:52

Roll the R. Yeah, yeah. We took I think we call it rolling the R, and I can’t do it. I I and that noise that you just made, uh, my mother and my sisters can do it, but I can’t do it. With your tongue that roll with the R the vibrating tongue. I can’t do that. No, but anyway, Rivera Volta is as good as I can do now.

Adriana: 7:16

Yes, the Portuguese have the Portuguese the Portuguese have some sounds that are a little bit difficult because they are very specific.

Colby: 7:27

Yeah, that noise, that noise, you can’t do that. Yeah, yeah. So Rivera Volta was the name of the program that um that I was mentioning, um, that I’m really keen to speak to you about. In in English, what does Revere Volta mean? How does it translate?

Adriana: 7:51

Um the translation, um the bad uh translation I I found uh was turnaround. But um this is very this isn’t very accurate because I think turnaround means that you go and you come back and have a more complex meaning. Uh it means that you choose uh some pathways, some circumstances and um that aren’t um um fitting quite well, that aren’t um uh going well, and you do something. Um sometimes you improvise, like the Portuguese love to do, and you um you achieve a different outcome. Um you have you you do um you um move these uh the pieces of the the circumstances and you can have a different outcome. Um uh we hope a better outcome. So is that you mix all the things, you do different things, you uh experience uh different uh strategies, and uh then you have you have maybe you have a different outcome. Um turnaround, it’s a more linear um process. You go and you come back.

Colby: 9:08

Um so Javira Valtis is that well work with birth families, um, work in this space, child protection is never linear, it’s it’s always um uh follows follows a non-linear course. Yeah. And and if I understand you correctly, what you’re saying is it it’s not turnaround and come back to where you started, it’s changing direction, more like changing direction, taking a different path.

Adriana: 9:41

Yeah, yeah. And maybe you have we will have a different outcome. Um in this context of the project, um, we thought that families deserve uh fair conditions because the system isn’t always fair, and life isn’t all isn’t always fair. Um, and most of the times these families, these parents, didn’t have the fair conditions to develop, to um um to to develop their consciousness, to develop their um their dreams. And uh we thought that they deserve um uh have that fair conditions to flourish, to give them their their girls, because uh livramento um is a residential care home that have only girls. Um they they deserve uh that right conditions, right in comments, um to flourish.

Colby: 10:41

So the project was very much around supporting birth family, birth parents to be a better the best version of themselves that they could be. Yeah. So that and and and my other my other understanding of the project was that part of helping them to be a bit a better version of themselves as parents was about re positively reconnecting or facilitating healthy relationships um with their girls young people, yeah. They’re girls that reside in Livermento. Yeah, yeah.

Adriana: 11:24

We are sorry.

Colby: 11:26

You go ahead.

Adriana: 11:27

We always uh we thought about uh sorry, we um we thought uh most of um of the times uh give them um more degrees of freedom to choose. And that’s very important because we are not educators uh in this project. Of course, we share with them knowledge, scientific knowledge, because that’s important. Um, but we were um we saw ourselves, the team, the the professionals, we saw ourselves as facilitators of change, um, as facilitators of um of dreaming. Um, because dreaming is um achieving uh a more um degree more degrees of freedom to choose. And most of the time these families, these parents didn’t have lots of degrees of freedom to choose in their lives.

Colby: 12:25

Yeah, so you are as I understand it, you were opening up choices and new pathways for them to follow. How were you doing that? How were you how was the project uh uh being delivered? How were you were you um giving those those additional or those extra choices to birth family?

Adriana: 12:50

Um first of all, um we thought that we have to have uh an external uh team. Um Livramento, the resident residential care home, and uh have uh a team that uh work directly with the girls. Um in they are they were they are uh their educators, uh they um they um organize their daily routines, um the they are they go to school. So this team uh work as the educators of the girls, but this internal team um cannot um work with their families without having a conflict of roles. Um because if they do the both roles, they have to um change all the time the hat of the role. I I I um use this metaphor. I have a hat is a role, I take off the hat, I take on um another another hat and is another role. Because when we work with the families, uh we have to have um uh a systemic approach. Uh all the elements uh have to be considered. Um we can focus on one or another element uh for some time, but we have to have the the whole vision. Um and we need a team, an external team, that worked specifically with this approach, this systemic approach. Um we included the girls, of course, because they are part of the family, even if they in that moment they were uh they aren’t with uh living with the families, but we have to focus on the wall, the whole system. So um we um thought that we need an external team. So we created this team, the team of Rivira Volta that worked uh with the families. We work with 10 families because this was um uh pilot project, um, and that 10 families were chosen uh with the the the internal team. Um um that uh because the that families, uh that girls, um the life project of that girls uh was um the reunification. We thought that the better project, the better life project for that girls was the reunification, because there are um lots of girls that are in the in Livramento, um that uh the the project isn’t the reunification because um the system, the the team uh doesn’t uh understand that um the family um can be um secure for that girls, uh can be um minimal conditions of uh security to to that girls be in the family. So we uh worked directly with the internal team, but we were we we had uh different roles, and that was important because families um had to have um a therapeutic um uh relationship with us uh uh with um confidence um trust, sorry, uh with um um a collaboration uh approach. Um they work with us and we work with them. We are not teaching anything, we are uh sharing and we are listening to them, listen about um their knowledge because they have knowledge, lots of knowledge. It’s a different kind of knowledge, it’s uh knowledge learned in different contexts, but they have knowledge. So um this help us to work um with them uh at with this uh approach, with this collaboration approach. Uh and that was a very important point of this project. The other point, uh, very important point was reflection. We have um to have to be all the time reflecting about the um the the way we are conducting the project because uh of course we didn’t uh invent anything. This project wasn’t new uh in their um approaches, um, in their basis, because we had lots of information of the previous projects, but this one we wanted that um was adapted specifically to this context, and that was new because we had to think about the kind of families we had, we had the kind of context that families uh were, and we have to um think about uh the possibilities, but uh all the time we had to adjust what we were doing so we uh reflect lots with the internal team, uh we reflect um uh within the team uh of Vina Volta, we reflect with our supervisors. We have um um a supervisor, uh Patrick, um and um we have some experts of Portugal that uh helped us to reflect. And the reflection was um a base point of this project.

Colby: 18:29

It uh the way you describe it, Maria. Sorry, I can edit that bit out.

Adriana: 18:37

I am I am Maria, I am Maria. Adriana Maria is my name, so you are you are good.

Colby: 18:45

I it I know it’s I’ve just got I I got that stuck in my head at some point, and I’m not sure how, but yeah, I’m pleased to hear that it is, you know, one of one of your names. Um anyway, what what I was gonna say is that listening to you, it it sounds like there were there were those two key elements. It was it was very much a reflective project and a reflective process that was happening, and I can imagine one in which um you didn’t see birth parents as um how would I put it you didn’t you didn’t see them as non-experts in their own life. If I yeah, you rather you saw them, you met them where they were where they are, yeah, and you collaborated with them to open up possibility new possibilities for them in their life. And it strikes me that it was it’s it’s a very respectful approach to the birth parents. Um child protection systems um often struggle to help birth parents feel restricted through respected through um the process and a child’s journey through care. So it was a very as I’m listening to it, it was very respectful, it was very collaborative. Um you were attempting to change the course of the family’s trajectory as yeah. Um and part of that was um about fostering healthy connections with with their with their girls, with their girls in Livermento. Yeah, and you you mentioned that there was a a reflective process, perhaps with with reflective supervision with Patrick Tomlinson as well as um within the Tomlinson. Yes. Perhaps um tell me what you think was the importance of it being a reflective project and there being that reflective supervision that occurred.

Adriana: 21:18

Uh this reflection uh as some um points, uh some main points. Um in one uh one hand we had the reflection about the cases. We had to think about the specific cases, um, the ten families that we were working. Um and we thought about their um characteristics, um uh we construct um systemic uh hypotheses about what was happening, about uh uh their pathways, the previous pathways, and the the strengths and the fragilities. We uh thought about this, and we use um uh an instrument that was uh that it was created by um um a Portuguese um teacher and and and um um Madalena Larcan um that is um in Portuguese is Imias, um that helped us to have a um a world vision about the the conditions of the family. Um and um this kind of reflection helped us to uh work directly with the families uh and use the right strategies, the right uh strategies, what we thought was the right strategies, um, improve dynamics, uh etc. And there was another kind of reflection that helps us to think about the project, the the phases of the project, the number of the sessions, the um the main strategies that we can we could use in the um in uh each phase of the project. Um and this was um uh a kind of reflection that we have with uh with Patrick, but also with the other experts, um, the design of the project. Uh that’s what what I I mean. Uh and uh a third um group, I can uh of uh of sessions of reflection was about ourselves because we thought that the team um uh had to reflect about um about um we we have to to reflect about ourselves as professionals and as persons. Um we have to uh reflect about our values, our uh vision of what is a family, because uh our um our core um visions of what is life. Um and we we did um um um some um exercises um of reflection about ourselves that help us to um to um to improve our competences, personal competences, social competences, and uh therapeutical competences that um we believe uh help a profession to work better with the families. Um Patrick uh said once that the the way we behave with each other as a team will model the way uh the families will behave with the um within them themselves and within us because they are always like like a child uh a child um when we have a child is always observing the parents, um the families are always observing us as a team, as a person. So we have to improve ourselves as a profession, professionals to uh do a better job with them, um, but also to model um the uh some things that we believe that will help to construct um healthier relationships. If we model that healthier uh relationships with the family, the family maybe will um um can um build that healthier relationships within the elements. I don’t know if I explain myself well, but very well. These are three um parts of reflection.

Colby: 25:48

So I’ll I’ll tell you what I what I took from that, which was that there is there’s the reflection on the family and their circumstances and their needs. There’s the reflection on the project. So it starts off uh as a project with I’m I’m guessing with with a certain with certain understandings and certain processes, but they’re always subject to review and and and following a different path. And that fits nicely in the definition of Rivera Volto, as you talked about, you know, that there’s it’s a cry it’s not set in stone, it it’s not just the families we’re wanting to um go to help to go in, have choices about uh other directions that they can go in. The project itself can develop and grow. And and and again, it this there’s this link, as you say, between you you put it about how we uh as how we interact with a team model something for the families about how you how you interact. But I also but but you were it was like you were all on the same voyage of discovery, you were all learning, developing changing path, perhaps. And and the third element of of the reflection was in in reflective supervision and thinking about your own experience of the work and your own values, your own thinking about family, what is a family, parenting, and you were being more consciously aware of biases, I guess, or or the and blind spots, but but you were more self-aware, um, more able to think about your own experience of the work. You’re to to approach the work in a very conscious, deliberate thinking way. Which I can see again is something that we you you you weren’t necessarily telling the parents how they had to be, what they had to do. You were what you were modeling uh is a different approach to life, and you were modeling that individually, collectively, and relationally with the families.

Adriana: 28:48

The the the idea of giving them more choices to choose, but uh in the end, uh the ones who choose are them, not us. They did they don’t do what we say it’s right because we don’t know what is right, um we know what is um what the the science tells us that is wrong, and we share with them the consequences, but uh in the end they um they choose what is right for them, and sometimes and and happened this uh in this project, sometimes they choose um not to be all the time with their girls because they understand that they haven’t uh conditions to that. That and that happened uh in some of the families. Um in the end of projects, uh maybe the the in the at the beginning the the idea was the reunification, the the whole reunification. In the end, uh some of the families understand uh understood that um um the old reunification wasn’t the the the better outcome. we have a partial reunifications. The girls go to the family at the weekends and they stay at Livermento um in the the the rest of the days or they go to the family um some days or uh half of the week and they stay at livramento uh um for some days and this was um a better outcome because uh the the intensity of the the the relationship um make our uh that relationship healthier because they don’t didn’t struggle with uh so many challenges daily challenges and um this conscience that would the the um the parents um um gained uh was uh one of the for me was one of the more um beautiful uh goals that we achieved because um the change the the the the the changes are important uh but the self-conscience uh the self-monetrization the self-conscience the self-knowledge about ourselves uh that can help us to choose what we want um was one of the most beautiful uh goals that we achieved um this um when we we thought uh in this project we thought about uh some uh main principles we wanted to to um to apply one of them uh was auto chip the auto chip is very important for us because uh when we are um when we have um we have this power of choose uh and we choose our pathway uh and we um have this how to chip um then we are um pacified with our choices and with what have happened with in in our lives but when we uh um feel that uh the the context um um um robbed us uh degrees of freedom we are not good and it this was very important for us yeah yeah there was one word that you said that i i i didn’t quite get but what i’m understanding you’re saying is that it was and this is in when child protection authorities become involved with families it’s a it’s an incredibly disempowering experience for them and though families may already be struggling the child protection the child the intervention the intervention to keep children safe often enough maybe almost universally further disempowers the family because it’s a state intervention we we we we are going to take the children into our care for a period of time because we believe that you can’t do that and that’s an incredibly disempowering uh and and parents don’t give a good account of themselves in those circumstances they’re not they’re not they’re not they often struggle to relate to child protection authorities uh in a skillful thinking way yeah they they’re more reactive and defensive because they’re hurt yeah and what one of the concepts that we talk about on this podcast fairly regularly of late is is the concept of containment and containment being the the relationship that um that we develop with people whereby and it’s a bit like a supervisory it’s a bit like lots of relationships it’s like the parent-child relationship it’s like a a a mentor or supervisory relationship but one of the core um component or aspects of um containment is this idea that when you’re interacting with someone they can share with you their most overwhelming experiences fears sadnesses and that you can then feed it back to them in a way that is more manageable for them yeah you can help them so in that doing so you can help you help families make sense of process and make sense of the experience that they’ve had now why all this is important is because of something else that you said which was um that one of the outcomes of the project was that what that you that was you loved the most was that parents were able to think about what was the best part.

Colby: 35:17

Yeah so a containing relationship is a relationship that helps people to be able to manage difficult overwhelming situations and and and be able to then think about what is the most appropriate path.

Adriana: 35:38

Yeah so that I mean that’s as you say it’s beautiful that that families were able to think about what was best for them for their girls and for themselves and and be able to make decisions along those lines a very a very good outcome yeah Adriana I was wondering um you said that there you you referenced that there’d been previous projects but why why did this why do you think this project needed to be done as a you know at when it was done and how it was done because um this projects was uh we did this project within the residential care home um there are other services in Portugal um that work with reunification but um uh they are um based in CAFAP um the centers of family support that uh do different kinds of of of work they work with the families um when the children are within the families they work with the families that the parents are divorced and they have to um manage the the the the con the connections and the contacts within the the the two progenitors um and they work within the reunification um but they are more uh general uh they work quite well but they are more general and we wanted a project a team that worked specifically uh within the the residential care home uh a work uh a team that works specifically with this within this context uh a team that work um very closely uh within the the the another the the other team that that um work with the girls um and uh we thought that uh this kind of project could be uh uh different from the um the other services that are um being doing in portugal because um they um serve a more um um more uh communication that is more um um close uh that’s can that can we can uh work the two teams can work uh directly daily uh and uh the the the attention we give to the families to the girls to these dynamics could be more um more specific yeah it it sounds like it was an integrated project integrated between where the families were at where the girls and where the girls were at right as opposed to uh yeah you know the girls live here and the families live here and there’s a service over here um there was much more integration between the three yeah yeah yeah but do you recall any particularly significant challenges that you you faced in um in delivering on this project and its aims yes um some of the challenges was uh i i I tell you uh um a while um was the we have to reflect about the the um the path of the the the project we have to um do some corrections to the number of sessions dynamics the strategies that was uh some of the challenge but another challenge that i didn’t uh talk about um yet was the what i i i don’t know if i can explain myself but what we um called the time of the family uh and the time of the children um these two times uh weren’t always the same uh the same compass um because we know the time of the of a child is very short they just have a window of a window of opportunity to to develop some kind of competencies um and we have to rush um our our intervention with the children because they don’t have time that kind of time uh they have lots of time in life but they don’t have that kind of time of to develop some um some some competences and um and the time of the family uh the time of the um the adults is a different kind of time and sometimes um we know that the fair conditions for an adult to develop is here two years because they have to have time to think to reflect to talk about to uh experience experience some different kinds of uh um of uh circumstances of uh um of um um situation situations uh to change but the time that the that girls their children have isn’t one year two years three years and this this compass uh between the two times was a challenge for us because sometimes we had to take difficult um decisions um with the parents and the um with the the internal team because the two times don’t don’t don’t match um and the the parents deserve this fair time but the girls didn’t have that time um and this this is a very for me as a professional this is one of the greatest um challenges of interventions because sometimes this um make me I don’t know if I can use this word but we are persons that this make me sad because I I I I realize that sometimes we cannot achieve all goals we cannot achieve all outcomes we have to choose between what is the better outcome for a children um and what is a better outcome for an adult and for the whole family that have this time too I didn’t know if I I explained myself but this is one for me one of the greatest challenges of the project.

Colby: 42:28

Yeah I won’t repeat what you said but um it did come through very clearly what you were what you were basically saying was that um the children the girls and their families were out of sync out of synchrony in I guess we would just say out of sync in terms of where they’re at in their development yeah and um and sometimes to I guess uh for the parents to get to that place where they are the best versions of themselves as parents is is is going to take time longer than the length of I guess a project like Rivera Volta.

Adriana: 43:13

Yeah and I I was wondering while you were talking about it Adriana um about the role the role of supervision the role of the reflective supervision in terms of um coming to understand that and and whether there are other particular um insights important insights that were gained as a result of or uh as a product of that reflective supervision process um the the role of supervision um I guess it uh has uh two main goals and we we get in love a lot with supervision because our supervisors uh have um a different experience and a larger experience of course so they can give us different inputs um about the design of the of the project about the um the um the conditions and um the hypothesis of the uh of of cases uh and that was very important for us because sometimes we are not uh um we are not uh um seeing something uh that they they they they give us a different input and we can we could uh change our vision of what was happening uh within the family but um the supervision uh especially the supervision with patrick because it was um more um personal uh the the our uh the the the the other team that helped us uh help us more with the the reflection of cases or um and the with the the design of the project but patrick helped us to reflect um in a more personal way and it was very important for us to give us this self-conscious of our resonances uh of what was happening with us as persons and as professionals that were uh that were uh facilitating or that were not facilitating the work that we were doing with the families and that was important very important for us as a team um for me as a as a profession but for us as a team we were three uh three psychologists if i i didn’t say that um but uh was very important for us because we could um understand sometimes that some resonances about our visions about life about our visions of our preferred visions of about families about life about parents um our expectations about what we wanted to uh to achieve because sometimes we we work so hard with the families that we sometimes I think we we we become uh in in certain way part of the family uh and that take us take us off the therapeutic um our in some way take us the therapeutic um um capacity and uh and the the supervision help us to to be with the family but um um without losing this therapeutic capacity i you understand what i mean yeah it it it’s about i mean i would say it’s about being able to think about the circumstances of the family in a i guess i we would say a metacognitive way but it’s really um it’s it’s about being one step removed may maintaining a position one step removed and observing the goings on of the family but also observing what’s hap where our own interactions with the family our own and and where we where we sit in this dynamic with the family so I think that yeah the role of supervision there as as I understood it was that it helped you maintain perspective about the family to help maintain perspective about your your own part of that dynamic with the family that working dynamic yeah and um I mean we I think one a theme of this podcast Adriana is about supervision and the the absolute importance of it that it it’s that it’s so critical to work in complex um endeavors like this um where that that it where it’s quite confronting for us and it also can really tug on the the the emotional heartstrings we would say like it it yeah it’s so so yeah supervision I think is vital and in particular as you describe it it the fact that it in it doesn’t necessarily have to give you all the answers it it it just needs to help you be able to think yeah and in the same way like we do with the families.

Colby: 49:14

That’s exactly what I was going to say we don’t have to tell the families exactly how to live their life or they should be living their life or or what all the answers are. In fact uh another theme of this podcast has been I don’t know or another another element of the discussions has been this idea that we don’t have to know everything. We don’t have to know all the answers when we admit that we don’t know then we create a space where you can have a meaningful conversation and work things out with people. And that’s when you’re doing that with your colleagues and with your clients that’s such a respectful way of of conducting that interaction and I could and if you did nothing else treating your those pet those families with respect yeah would change their life course to some degree just treating them with respect treating them as partners in an endeavor in a journey treating them as people of worth my own apart from my my big interest in attachment uh Adriana my other a big interest at the moment is or has been uh for a long time is in self-worth and and I think all therapeutic endeavour that improves self-worth will bear some pretty good outcomes for people because the alternative to self-worth is worthlessness and people make really poor decisions about their life when they feel worthless.

Adriana: 51:18

You talked about over the um the course of the project um your own thoughts changed the project changed um but in our pre-meet when we when we met beforehand you you talked about how your own thinking changed over the course of this project um I wonder if you could tell us a little bit more about that what changed in your thinking mostly um I think that when we started the project we thought that we were working with the families to the reunification to the wall reunification um and um we um uh designed a project with the um a certain number of phases that uh was um was uh implemented or will be implemented with that uh uh order uh and then at the end the the the the outcome was the reunification i guess it’s um when i think about that uh in risk in um looking um back i i think that uh we have a a kind of i uh idealistic view about uh uh about this and can i can i just jump in and say that’s a very can I just jump in and say that’s a very much a psychologist way of doing things yeah very strands and all of and you were three psychologists yes yes yes yeah yeah yeah I I agree with you um and and it was um yes a beautiful and idealistic view about the the the things but when we were um um implementing the project we started to think that reunification can be a more um a less strict uh concept um because we we started to think about healthy relationships more than reunification yes reunification is important and maybe it will be an outcome in some um situations but the most important uh most important thing that we could work with the families was working uh within the the healthier relationship relationships between them and then we thought and we reflect lots about what is a healthy relationship we did um lots of exercise um um in the context of supervision and uh then with the uh with the families uh thinking about what is a healthy relationship what that means what mean these concept what uh includes a healthy relationship and at the end uh um for us the better outcomes was when the the the families gain this um self-conscious again um uh of what is a healthy relationship and um within their specific family uh what is a healthy um how can we operationalize a healthy relationship sometimes a healthy relationship a wealthier relationship in that family was uh the girl um go uh to the family again and live uh with them and uh we have a total real uh reunification sometimes the outcome the better outcome for a healthy relationship was the girl stay at livramento start study um for more years uh and go at the weekends to the family and that was uh a um a good outcome for a better for a healthier relationship so that changed that idealistic view of the the the phases the orders um the number of the sessions uh the a clean project very uh very um very tidy project i i guess um that that change in our head um and the um the the concept of healthy relationship uh become more important i think that was the great um change in my mind in our mind yeah wonderful wonderful outcomes um of course um from from my perspective um if you know that the a a really terrific outcome as you you’ve talked about it is um these best connections the best possible connections at the at the time um that were possible that that certainly also though um that um that capacity to think and reflect on what what was a good outcome for for them as a family yeah I think that that’s that’s remarkable because um in my own experience um the way in which parents feel like they are treated in child protection matters then they become they can the that treatment that disempowerment can make them really struggle to be able to think about what’s in the best interest of their children yeah they become much more inward focused so yeah so the you know being able to achieve that outcome is is remarkable and well done do you think there’ll be further projects like this um either with livramento or or um um in Portugal more generally we want to uh replicate the project um maybe first uh to Libramento um so we can uh uh have more um uh more specific data um because uh like I said it was a a pilot project and we was um we thought a lot about uh how we can uh implement the project and at the end we feel that we we need to start again to do some things differently um to um um to see if uh how what we thought previously uh will have different uh um outcomes um but we don’t know yet if um it will be possible yeah you had my understanding is you had funding you had some uh external funding for the project as well is that right yeah yeah yeah it was like um bp like aisha yeah it was uh an external fund an external yeah like it’s a bank oh it’s a bank yeah yeah yeah so it’s like um almost I’m thinking philanthropic but it’s not not that’s not the right word um but it it’s it’s like social funding I guess a bank yeah yeah a bank uh yeah okay so that have a bank that have a project of social funding yes it’s like that yeah yeah so if you did a project again you would you would you you would take on all of this learning from this pilot project and you would you would um start in a different place I guess um yeah yeah but do you do you I I’m interested to know whether you it would there would be a different outcome to the one that you achieve that you would be looking for maybe we start um because when we realize this kind of uh of uh things i i said to you uh we are at the middle of the project maybe if we start from the beginning we have uh more time to do things like we thought um of course the guidelines of the phases of a project the number of the sessions the stretches the dynamics these are always uh uh this is um all uh important things we have to have that we have to have limits we have to have guidelines because we cannot live and this is this is true for everything in life we cannot live without limits and without guidelines but um if we start with this vision that the the better outcome is the healthier relationship not the to respond to the expectations of a system that wanted to uh on off um answer that oh oh we have uh reunification or we don’t have a reunification uh this black and white response um maybe we can have more time to um do things with families differently and maybe we can go for um go further um in the outcomes uh in the the results um and another thing i think is very important in the in in future projects is the um this reflect reflection about ourselves as a professionals as professionals because i think this uh was um a very important point of this project um of course um we know from the for our formation uh based formation that uh we have to have um professional skills uh therapeutical skills but we forgot lots of the a lot of times um of uh develop our personal skills uh as persons and when we are in uh with the families uh with persons we are the professionals of course but we are the persons too um and we cannot uh forget that our resonances uh can um have um can limitate us if it we don’t have um the a self-conscious or can be um very important uh um tools to work with the families because we know uh um who we are i think that’s very important in enough in future projects of this nature

Colby:

yeah well i i really hope that there are future projects of this nature i hope you get an opportunity to um put into practice some of these key learnings um that you you that you made from this pilot project but i i guess i i think that the the outcomes that you achieved are are really good outcomes anyway so that you the any subsequent projects the outcomes are gonna be that you’re going to look for are going to be very similar these best most healthy relationships between the children and their families i would add um growing um empowerment in the birth plan in amongst the birth families growing their sense of their own worth growing their sense of their own uh importance in the lives of their girls or their children um I would add um achieving an outcome where parents are able to truly reflect on what is in the best interest of their children which is really quite different to the circumstances in which um child protection authorities place children away from parents so I think there’s some all of those things are such worthy outcomes for a project like this um I I wouldn’t change the outcomes with the subsequent project you might change the process but I think the I think the outcomes are great and um thank you very much for coming on and um um english is not your your your first language obviously so um very brave of you to come on and um communicate with uh uh with uh an English uh podcast in this or English speaking podcast in this way as we mentioned earlier my Portuguese is nothing like your your command of English I know two things in Portuguese so thank you again.

Adriana

it was it was my pleasure Colby very thankful for for the invite

Building Trauma Informed Schools – A podcast interview with Megan Corcoran

How supporting adults creates the safety children need to learn, belong, and heal

Belonging sits at the heart of healing, and this conversation explores how schools can become places where children recover, learn, and feel seen—without asking teachers to be therapists. The core idea is simple: when adults in education and youth services feel supported, regulated, and connected, they create the conditions that allow young people to build trust and thrive. Megan Corcoran draws on nearly two decades in alternative education and leadership to show why adult wellbeing is not a luxury but a necessity, especially in environments where secondary traumatic stress is common. When leaders normalise vulnerability and model practical strategies—naming stress, regulating, seeking peer support—they reduce stigma and make it safe for teams to speak up early. That honesty strengthens consistency, and consistency builds belonging, which in turn creates the relational safety necessary for learning to stick.

The path forward blends trauma-informed principles with the realities of busy classrooms. Rather than overcomplicating practice, we begin with Tier 1, universally applied supports that help everyone: morning check-ins that tune the room, predictable routines that lower cognitive load, regulation strategies available to the whole group, and a tone of unconditional positive regard. These are not therapeutic sessions; they are ordinary, repeatable habits that send a clear message—adults are safe, fair, and present. Children may arrive each morning carrying the unknown burdens of their lives; we cannot control that. But we can control the experiences they receive before the bell goes home, day after day. Name them, greet them, notice cues early, and respond before escalation. Over time, those micro-moments add up, reorganising expectations about adults and planting seeds of security.

Leadership sets the weather. In high-stress settings, the old culture of “be tough and get on with it” isolates staff and amplifies churn. Megan describes creating communities of practice for leaders—spaces to debrief, compare notes, and build accountability. That network effect matters. When leaders show they are impacted by crises and share what regulation looks like in real time, they legitimise healthy coping and weaken perfectionism. Supervision, where available, becomes a protective factor, slowing reactivity and reinforcing ethical practice. These supports reduce professional dangerousness by addressing vicarious trauma before it distorts judgment. Policymakers often want numbers first, but retention and relational continuity are the data that matter most for children who cannot afford another goodbye.

At the coalface, a simple compass helps adults act before behaviours spiral: AURA—Accessible, Understanding, Responsive, Attuned. Be accessible by noticing who is wobbling and stepping in early. Be understanding by naming the young person’s felt experience with warmth and clarity. Be responsive by offering practical help proactively, not only when pushed. Be attuned by matching affect enough to convey empathy, then regulating toward calm so the child can co-regulate with you. None of this is exotic; it mirrors how we care for infants, and it scales when done consistently by a whole staff. Consistency is the antidote to chaos. Children who have learned to mistrust adults do not need dramatic new programs as much as they need the same steady signals, delivered by many people, across many days.

When schools hold learning and wellbeing together, the results ripple. Regulated nervous systems learn better; connected students tolerate challenge longer; excluded students re-enter community with dignity when belonging is prioritised over banishment. The wider social cost of burnout—teachers who are also parents, carers, neighbours—demands attention. A school that invests in adult wellbeing invests in public health, crime prevention, and future workforce capacity. The work is incremental and deeply human: build staff safety, strengthen leadership containment, align on simple Tier 1 practices, and let AURA guide daily interactions. Do this long enough and the culture changes. Classrooms become places where young people learn to live with themselves and with others. Healing hides in the ordinary, and belonging lights the way.

You can listen to the podcast here:

You can watch here:

About Megan:

Megan Corcoran is the founder of Wagtail Institute, where she works alongside schools, youth services, and complex settings to strengthen wellbeing and build trauma-informed communities. With nearly twenty years’ experience teaching and leading in alternative education, Megan brings both professional expertise and lived understanding to her work.

Her vision is simple but powerful: that every child has a safe and magical childhood, supported by adults who believe in their future. At Wagtail Institute, Megan partners with those adults—educators, carers, and practitioners—helping them to feel supported, heal, and thrive, so they can continue doing this important work.

https://wagtailinstitute.com/

Related Podcasts:

If you want to hear more about trauma informed practice in schools, you might also like:

Learning to Live with Yourself and Others: Insights from Therapeutic Residential Care – A podcast interview with Richard Rollinson:


Transcript of the podcast interview with Megan:

Colby: 0:00

Hello and welcome to the Secure Start podcast.

Megan: 0:04

Belonging could be the key to healing childhood trauma. This is challenging work. There are some risks to it. So let’s have some open conversations about it. And I think a real crucial part is the leaders actually just modelling. Hey, this was hard. Here’s what I’m doing about it as well. So it’s like, you know, I felt this, but I actually have some strategies in my toolkit as well. I think there’s no lonelier position sometimes than being a leader. Yeah, and that peer support becomes incredibly important when we find ourselves in a position like that. Was when an old colleague reached out to me who was also leading, but in a different setting, who reached out to me and just said, can we start grabbing coffee together and unpacking what’s going on? Um, and it was just such an incredibly helpful space talking about education in a way that supports that notion of I’m a teacher and I’m here to support human beings and they’re going to come in with their complexity. So I just think anyone who’s working with young people has the opportunity to provide therapeutic moments without being a therapist. The curriculum’s not the centre, the young people are the centre of the work that we’re doing. And lots of trauma-informed practice lines up really well with some of our tier one setup for our classroom. We don’t know what experiences these young people have had over the weekend or that morning before they come into our classroom. But we know what experiences we can give them before they leave for the day.

Colby: 1:23

Hello and welcome to the Secure Start Podcast. I’m Colby Pierce, and joining me for this episode is a fellow podcaster and trauma-informed well-being consultant. Before I introduce my guests, I’d just like to acknowledge the traditional lands of the Aboriginal people that my guest and I come from. For me, it’s the Ghana people of the Adelaide Plains. For my guest, it is the Warajari and Bunerong people of the Kurlum Nation. And I’d just like to acknowledge the continuing connection the living Aboriginal people feel to land, waters, culture, and community. I’d also like to pay my respects to their elders, past, present, and emerging. My guest this episode is Megan Corcoran. Megan is the founder of Wagtail Institute, and she works alongside schools, youth services, and complex settings to strengthen well-being and build trauma-informed communities. With nearly 20 years’ experience teaching and leading in alternative education, Megan brings both professional expertise and lived understanding of her work. Her vision is simple but powerful. That every child has a safe and magical childhood, supported by adults who believe in their future. At Wagtail Institute, Megan partners with those adults, educators, carers, and practitioners, helping them to feel supported, heal, and thrive so that they continue doing this important work. Welcome, Megan.

Megan: 3:13

Thank you so much, Colby, and thank you for such a lovely introduction as well.

Colby: 3:18

You’re welcome. Um, I’m really pleased to have you on. And um I’m wondering if we could just begin if you just can uh tell us a little bit about yourself, how you um at the Wagtail Institute, perhaps your podcast as well, because we’re fellow podcasters, and uh and how you gain how you came to start all that, found all that.

Megan: 3:40

Yeah, thank you so much. Yeah, so as you mentioned, I spent quite a lot of my career working in schools. Um, so yeah, I was a good old graduate teacher quite a while ago, um, working at the Berry Street School here um in Melbourne in the southeastern suburbs. And back then when I started, um the Berry Street School was actually set up just for young people in out-of-home care. Um, so you had to actually be in out-of-home care to be a student at the school. So that was quite a complex start to teaching, that’s for sure. Um but I thought I had one of the best jobs in the world. I absolutely loved working in education and loved teaching these young people. Um, so I worked at a couple of different alternative settings as a teacher across the Melbourne area and then eventually uh moved my way into school leadership, which was never on my radar. It was never something I was thinking deeply about. Um, but it came from a bit of a values place, I guess, where um, you know, I was really passionate about supporting the young people and I loved my time in the classroom, but it was a bit of a chance, I guess, just to have a bit of a further impact and support other teachers to do the same and have those wins with the young people. Um, and so I went back to Berry Street actually to start my leadership um journey there. So I kind of came full circle and came back to the same campus and went into leadership at a pretty pivotal point for the campus too. There was a lot going on, a lot of change. They’d had a pretty rough year the previous year, so we were sort of re-establishing some safety in the campus. Um, yeah, and then I worked, yeah, worked there for a little while, and then I was an assistant principal and then worked at a really large alternative setting in leadership as well. So we had like the next school I was at, we had like 360 students enrolled, um, and all of them experiencing some sort of disadvantage and quite a few of them in out-of-home care. And um, yeah, so I got really passionate, I guess, about supporting the practitioners and the professionals in these spaces. Um, I was leading through the COVID era and really saw just how much we really needed to wrap around the adults who were supporting these young people. Um, so I got really passionate about it and I studied my masters in um in well-being science and positive psychology as well. And in that I actually explored um belonging. So I was looking at belonging being, I guess, a pivotal thing for young people that experience trauma. So I sort of was exploring the fact that belonging could be the key to healing childhood trauma. And then I got really curious because I’m like, the only way we can do that and establish places where young people belong is by having adults who are consistent in those spaces. Like we feel a sense of belonging when we know the people in that space. Um, and I was looking at all the turnover happening and all the people that were really struggling to stay in schools and youth settings and out-of-home care spaces. Um, so Wagtail really was dreamed up in that way, I guess, at looking at well, what can we do to support these adults? There’s kind of a bit of a two-pronged approach with what we do at Wagtail Institute. Um, one is enhanced trauma-informed practice so that they actually know what to do with the young people. Um, but the second is enhancing well-being for the adults as well. So we need to know how to look after ourselves, how to look after each other, and to make sure our services and systems are actually helping the adults in that space as well, so that they feel like they can stay and they can do this work with the young people. Um, so that’s really how it all began. And I’m a few years into it now and working alongside lots of amazing settings and organizations and loving every step of the way. Um, and the Wagtails podcast came came pretty early on in the journey as well. So I think I just realized that some of the best learning I ever have as a professional is when I get to sit down with people and pick their brains and just dive into really good conversations. And I thought, well, what a great way to actually share that learning with a wider platform. So just doing what you’re doing, really, Colby, is inviting people that I’d love to have a chat to, and then just having that opportunity and that privilege to share that with a wider audience and learn together through the questions we get to ask on these podcasts.

Colby: 7:47

And that that’s uh you bring up a great point, I think, is that it’s it is actually a great way for us to learn. Well, at least, yeah, I think that’s what you’re suggesting, and I feel that way too. It’s such our people that we interview are often such great resources, not only to our listeners, but but also also to ourselves. And uh yeah, it’s like like doing it’s like the best professional development you ever do in a in a way. Um, although some people may actually call it that. Um, and I I think I think your journey is an interesting one uh in the sense that what you’ve you’ve recognised is the need, if we’re going to deliver trauma-informed practice well to children and young people, we the adults need to be um supported uh as well as the children. And in actual fact, we go so far as to say that um what we want the adults to be doing with the children, we want them to experience themselves so that it kind of um transmits through them, yeah.

Megan: 9:00

Yeah, makes it so much more real too. It’s I feel like with trauma-informed practice, we sort of um as a field, it started off very much as an applied practice to other people. So it was sort of like we’ve got some traumatized young people in front of us, we need to apply this work to them. Um, but we are like developing as a field now to really understand it more as a way of being and a lens to see the world through and a way of showing up and just making sure we’re also preventing harm with anyone we’re interacting with, not just the traumatized young people.

Colby: 9:30

Yeah, yeah. And and I think you’ve also alluded to the fact that it is it it is difficult. Well, it can be difficult and confronting work. It’s not good for the children and young people that for people to come and go uh in the high volume. So I’m just wondering, what are your thoughts about the kind of the scope um of well-being challenges, uh vicarious trauma for the adults that that work in this space and what do we do about that?

Megan: 10:04

Yeah, great question. I feel like it’s an area where we’re just starting to scratch the surface. Um, like if I rewind back to when I started in the field, um, there wasn’t a lot of permission to share how we were tracking. Like we obviously cared about each other’s well-being, we’re really supportive. But if you were to put up your hand and say, I’m really struggling here, there might have been a sense that like she’s maybe not going to make it. She maybe shouldn’t be here. Like back then, that’s sort of how we approached it. And so even for me as a graduate teacher, I was sort of learning how to just suppress some of that challenge and um believe that I’d get like the language wasn’t this, but really I was learning to desensitize my reactions to what was going on around me. Um, but it comes up at some point, you know, and it’s something to be aware of. So I feel like we’re really just starting to scratch the surface, and there’s starting to be, you know, a lot more research happening around secondary traumatic stress, um, you know, and looking at what’s actually happening, what does that look like, what does that feel like? And there is starting to be some really good research around what we can actually do about it as well. So I feel like just stage one really is having permission to name that and be okay that it is actually a risk factor in our field. And if we’re more comfortable in naming it and talking about it and sharing that challenge, um, we’re actually starting at that awareness level, which is where we need to begin. Like if we go into it blindly and just think, you know, you’ve got to be pretty tough to do this work, well, we’re not really helping the young people to have those consistent adults because we need to acknowledge this is challenging work. There are some risks to it. So let’s have some open conversations about it. Let’s be aware of how it may impact us. Let’s track some of those emotions and those sensations that we might get throughout the workday when we are confronted with some of the challenges. Um, and like that’s just really step one is just I know it’s I know it exists and I’m aware of it. Um but there’s so much more we can be doing as well around just peer support, like making sure we’ve got really good wraparound with each other at work. Um, yeah, and just like sort of implementing the trauma-informed principles at the adult level as well. So making sure we’re actually working in trauma-informed ways. So far, if there’s any leaders listening, it’s like, well, what do we do for the young people when we know they’re stressed and we know they’re impacted by trauma? We can translate that absolutely up to the adult level and work in ways where we acknowledge there is stress. We acknowledge that there may be some behaviors from the colleagues that we’re supporting that might be in fight or flight mode, but it just looks a little bit different at the adult level as well. Just making sure we’re putting in supports where people feel really safe, where we’ve got really trusting relationships, um, you know, all of those like really good practices, and that we are actually like working on regulation as well. So just knowing I am stressed, going to do something to regulate, then I’m gonna go back in and support the young people again. Very long-winded answer there.

Colby: 12:52

Well, no, uh no, I think it it’s a good answer. And it I found myself thinking as you were talking about what you’re what the reaction might be when you go into a complex environment like a school or or um you know residential uh care provider for for children. Um you go in and say, Don’t worry, don’t worry about what’s hap what happened to the kids. Tell me what’s happening for you in the first instance. I I don’t know if you if they’re the words that you use, but I I wonder about the re some of the reactions that you may uh get to the adults, I guess expecting to be told what to do with the kids and perhaps not so much expecting to have to talk about their own experience of the work.

Megan: 13:44

Yeah, absolutely. And a key part of that, I think, is um the leaders modeling that as well, because we don’t want to be the new person who comes in and has to be vulnerable in front of our peers straight away, but we need to see it’s actually part of the culture and part of the fabric of the way of working in this space as well. Um, and so the permission sort of comes when we see others doing that too. And I think a real crucial part is the leaders actually just modeling, hey, this was hard. Here’s what I’m doing about it as well. So it’s like, you know, I felt this, but I actually have some strategies in my toolkit as well. And that is something I’m saying from I think neglecting to do that when I was in leadership as well. I’ll never forget a day where I had um, you know, there was a bit of a some sort of crisis and we had a debrief. And afterwards, one of the teachers came to me and she said, How are you okay with everything that happens here? Like you never look like you’re impacted by it. And I was thinking, well, I’m doing a huge disservice to the team if I’m not actually expressing how I feel and modeling what I’m doing about it as well. Um, because they don’t need a robotic leader. Um, like, you know, well, I had great strategies in my toolkit, and they don’t need a leader breaking down every day something happens, but they need to hear that there is permission to talk about it and that we all feel the impact in some way. Um, no matter how experienced we are, you know, we’re we’re supporting young people who it’s their life and something big may happen. And it actually upsets us when we see a young person in crisis, and it’s okay to be upset by it, but it’s also really good to have some strategies to nurture ourselves and to look after ourselves after moments like that.

Colby: 15:12

How can it not be upsetting? I I think it was something that uh dawned on me very early in my career that um the way to desensitization in a sense, if it if it if it stops bothering you, then you need to stop doing the work, really. Um but I think you but so if you kind of practice with heart, you need you need to be able to not lock all those experiences away, but have uh opportunities to discuss them, to be held in mind by a leader at who walks the walk and talks the talk. I think I got that right. Yeah, but you you you need uh you need we talk we’ve talked in previous podcasts on on the Secure Start Podcast about the role of leaders in containment. And maybe we’ll talk a bit more about containment in a bit, but um you uh you’ve really I think hit the nail on the head in relation to leadership, the the the important role that leadership play. And um again that that’s a theme that’s come through um uh many times, and it includes um the importance of leaders having their own person or uh to to go and talk to about um they about their own experience of the work. Yeah. I wonder if that is that kind of something that you get yours get involved in as well in terms of just being that sounding board and that person who holds space for leaders.

Megan: 16:47

Yeah, it’s a really interesting area. I think there’s no lonelier position sometimes than being a leader.

Colby: 16:53

Yes.

Megan: 16:53

Yeah, and that peer support becomes incredibly important when we find ourselves in a position like that. Um, and something I found really helpful, um, which, you know, a couple of years into my leadership journey was when an old colleague reached out to me who was also leading, but in a different setting, who reached out to me and just said, can we start grabbing coffee together and unpacking what’s going on? Um and it was just such an incredibly helpful space because it was like, here’s that peer support that we all need where we have similar experiences, we can validate each other, um, and we don’t feel so alone in the journey. And then from that, we actually developed a community of practice. So we now host, and it’s now five, six years into that community of practice, um, where it’s a space for leaders to just come together four times a year, meet each other, learn from each other, hold space, you know, connect, share details, stay in touch if they want to as well. Um, so this work becomes incredibly important, I think, is just that idea that we need to just have someone to validate and listen to us. Um, and if we’re feeling isolated or we’re feeling like we’re in a space where, you know, maybe we don’t have that peer-level support, supervision is incredibly helpful. Like if we can get good supervision set up, cannot stress enough how important that is.

Colby: 18:09

Yeah, one of my one of my past guests, Lynn Payton, she’s a leadership consultant in Northern Ireland, she she made the comment that leaders leaders can’t debrief, probably butchering it a little bit, but the the general point she was making is that is that because of their role in an organization, the leader can’t uh have this mentoring relationship or this debriefing relationship with someone who is junior to them in the organisation, you know, because ultimately that you that person’s gonna be um self-censoring what they see and observe and acknowledge in the leader. Um, and so yeah, I’m really uh interested to hear about this community that of leaders that um that you set up and I and again um very much consistent um with with with what’s been talked about more in the I guess the social care and child protection organizations specifically uh on this podcast.

Megan: 19:17

Well, yeah, the the um the community of practice we have is um for leaders in alternative education. Um so it’s for any leader who middle leader, you know, executive leader, working in a school with young people impacted by trauma. Um so that’s the key um, I guess, thing that they have in common. And yeah, over the years it’s it’s growing, it it takes different shape. It originally was going to be all in person um around Melbourne, so it was kind of an invitation for anyone in Melbourne. Um then, you know, good old COVID teaches you to do things in different ways. So we ended up in those lockdown years doing it online, and that meant people from regional Victoria started joining, we had people from Tasmania join. We had someone move to the Northern Territory during that time and stay in it. So now we do a hybrid thing where we go, all right, there’s need for in-person, and we still host those, and it that the whole community is welcome, but obviously it’s hard. Um, but we will do three online a year just to make sure that that that can still be available to everyone.

Colby: 20:18

Yeah, that’s fantastic. And that’s that’s one of the the great things that has emerged out of those COVID years is that we were we we we had to trust in technology and and the worth of still being able to connect over this. Yeah, yeah. When you talk about it, it reminds me in in the residential child care space, therapeutic residential child care space in the UK, they have a uh an entity called the Community of Communities. Now the the community of communities uh these are therapeutic communities, um and they do a um they do a lot of things uh about which I’m not uh an expert. Um I’ve just had some conversations. But but one of the one of the good things, I guess, that arises out of that is not just the opportunity to um support each other, but also there’s a there’s a there’s almost like an accountability um aspect of that experience that everyone keeps everyone else kind of on the on the right track, so to speak, in in those circumstances. Um because that they are vulnerable children and young people that we’re talking about, and uh the old concept of professional dangerousness arises where where people are you know experiencing their own vicarious trauma and then they can it can has a possibility of leading people into pref professional dangerousness. Um so I think a a community of communities as with the community of leaders that you’re talking about is actually a really ethical uh space. Um, yeah.

Megan: 22:09

And it’s an important point you raise as well, because if you think about it, the cultures of these workplaces for so long have been about that idea that it is hard work, but you need to just be tough and come and do it. And what we’re kind of talking about here is breaking that mold. And that takes time and that takes a bit of courage as well to put up our hand and say, hey, I’m actually finding this really challenging, or I’ve had a I’ve had a reaction to what happened yesterday. Um, whereas, you know, in the past it’s been a bit of a like, you know, something happened, like, you know, you’re tough, you can handle it, come back in the next day, we’re all okay. And we’re just trying to shake it off and pretend we’re all okay. But as you said, it’s that level of accountability and just keeping an eye on each other and making sure we are okay and that there is permission to go, you know what, it’s okay to have support, it’s okay to raise a challenge, um, and you don’t need to like we can break down that culture together of that tough come in and be tough and just you know shake it off in this industry.

Colby: 23:02

You’ve got to be pretty tough in this area. Um, the other the benefit, one of the benefits that we that it would be good if there’s not already to have really good stats that demonstrate this, um, because policymakers just love numbers. Um But I would imagine that uh staff retention um would be a a really uh um achievable outcome when you when you start from a place of supporting staff. It sounds counterintuitive, doesn’t it? Really? You’ve got vulnerable children, children in need, and the first thing you do is you is your is your work with the staff.

Megan: 23:45

I know it sounds like it’s counterintuitive, but it’s oh not this is the thing. Like, how can we show up and do this work as well as we can if we’re not coming from a place of strength and feeling well and having good processes in place? Um, but this is the hard thing of my work, Colby, I think a lot of the time is I feel like I’m trying to sell it to people and be like, you know, this is why you need this. Um and it feels a little bit crazy sometimes where you know I’ll meet with people and they’ll go, we don’t actually have funding for that. We need to put the funding into the kids. I’m thinking, well, if you’re having a revolving door of staff walking out, you know, that funding is just, yeah, you’re being yeah, you’re spending it on recruiting and hiring and you know, starting from scratch over and over.

Colby: 24:26

So yeah, it it probably and and you perhaps I guess do it, it it needs there to be some clear definable outcomes that you’re looking for with with um intervening at the staff level first or even at the leadership level first. I’ve got I’ve got a I’ve got a theory about this. Well, I it’s I mean all of my theories are based on experience, including the experience of others, myself, and things that I’ve read. So I wonder if anything is truly my theory. But one of the things that I’m aware of from the literature, um relevant literature uh on thinking is that we are um we’re problem solvers. We’re really good at identifying problems and and then trying to we’re very good at identifying the problems, but we’re you know, and then trying to come up with a solution. Now the solution may not always be um successful, but but we do we do notice problems. We’ve adapted in that way. Um and we’re not so good at noticing the things that go well correspondingly. We focus a lot on problems and fixing problems, and we don’t focus so in any kind of endeavor where you’re trying to achieve an outcome, people need to know what that outcome looks like, or else they won’t see it. You know, I’ll just see I’ll just see the problems that persist.

Megan: 25:59

Um, so I think it’s I think to add to add to that as well, if you look at the nature of this work when we support trauma-impacted young people, um, it’s a little bit crisis-driven, if we’re honest, you know, and so we become very reactive. And so we look for a problem, we solve that problem in the moment, and then our like it’s almost like we’re addicted to that fight or flight adrenaline as an industry where it’s like problem, problem, problem, you know, reacting, solving, and we’re not so good, if we’re honest, at slowing down and looking at strategic work and looking at the long-term impact of some, you know, some implementation of different things. Like, I know we are definitely in a better place than we used to be, and there’s lots of good work happening in this space. Um, but we can get a little bit addicted to the reactivity, and our decision making is sometimes pretty quick. Um, yeah, and I’ve seen that from a lot of leaders in this space as well, where you know, they’ll be like, all right, we need to implement this change and we’re doing it tomorrow. And it’s like, how about we slow down and look at you know what outcome we’re trying to do and how we’re going to measure that?

Colby: 27:03

Yeah, and ultimately trauma traumatised organizations uh are not good at um responding therapeutically to traumatised children. Yeah. But yeah, I can see what you mean about it’s it’s almost like it’s a sales, a sales job to to, I mean, leadership, leadership is the I guess in schools is the target, primary target. Um because leaders, yeah, set the tone of the of the school, as you say. Um have you worked out what works with the cell job that you’re prepared to share?

Megan: 27:39

To be honest, I’m not I’m definitely not a sales um motivated person when it comes to business, but I think ultimately um it’s just like just being out in the field and just talking to the people and sharing and having case studies, and like that’s that’s my approach, really, is like if I can share things that are helpful to people, whether it’s an article, a blog, a podcast, uh a little idea that’s worked in a school, um, that’s my approach. So it’s not very sales for sales focused. Um, but you know, if someone finds something helpful, then they’re more likely to think about well, how can we do this on a bigger scale?

Colby: 28:13

Absolutely. Yeah, and I think yeah, being a resource to school leadership um is a great place to start. Yeah.

Megan: 28:20

Yeah, yeah.

Colby: 28:21

Which is a nice we can I can segue a little bit away from that into what what do you think is the role of schools in helping children recover from early adversity, family trauma?

Megan: 28:35

It’s such a good question. And I find that this is a really interesting part of the work. Um, and I’m gonna start by saying I feel like a lot of empathy for teachers at the moment. Um, there’s so much different discourse around what a school does and what the role of a teacher is. And I think we haven’t started from the right place around what it what is the work, you know. When we look at being a teacher and coming into a classroom and supporting a group of young people and often a very large group of young people at one given time, we’re we’re supporting human beings, and those human beings are coming in with all of their complexities. Um, and I think initially what we should have been doing is actually thinking about talking about education in a way that supports that notion of I’m a teacher and I’m here to support human beings and they’re gonna come in with their complexity. Um, so yes, teachers want to teach their curriculum and they they absolutely want to execute those amazing lesson plans, and that’s what they’ve signed up for. Um, but I just think we’re doing a disservice in talking about education as solely that when we look at the complexity of human beings that come into classrooms. So I want to say that teachers do not have to be therapists, and it’s not about adding therapy training to a teacher’s workload. Absolutely not. Um, but I think it’s just about learning ways that we can work in a trauma informed way while we deliver that education. And I just wish that that was part of um. You know, pre-service teacher degrees and training is just a bit more knowledge around trauma-informed practice. Um, and then that way we would come in understanding why children might be behaving in particular ways in our classroom. So for some young people, school might be the safest place. It might be the place where they come in and they actually feel seen and heard and they feel loved by the teachers at the school. And so teachers can be doing life-changing work without even being 100% aware of that notion as well. So I just think anyone who’s working with young people has the opportunity to provide therapeutic moments without being a therapist. And so I just think if we all can put that hat on and just remember, young people are at the center of the work that we’re doing. The curriculum’s not the center, the young people are the center of the work that we’re doing. Um, yeah, and I just feel for teachers, I just really wish, you know, we spoke about it in ways where they understand that complexity before they sign up.

Colby: 30:56

It’s it’s kind of like in my in my uh field, the psychology of individual differences. So it’s that tension between um this is what we know about everyone, and this is what we know. So, you know, we could apply these general theorems or you know, uh this general knowledge to everyone. Um, but perhaps perhaps the the best of those statements is that everyone’s an individual. We need to tailor and adapt and and yeah, I mean it’s it’s what I think what you’re what you’re getting at, um, or what I’m hearing you’re getting at is that um early on it’s important to not only think about what you want to deliver, but just to think about the role. Think about the the role that you put you’re playing uh in the in the lives of the of the children and think about their experiences and how best to um adapt for each child. And uh I feel sorry for teachers too, because I could just imagine if I came in as a psychologist into a school and said, Well, you’ve got to adapt for each individual child, they would say we have 30 children in our classroom and half of them are experiencing this and other yeah, and so you know, and um that’s the thing as well.

Megan: 32:23

Like I feel like we don’t have to get overly complex about it. Like when we look at some trauma-informed practices, we can actually look at what’s called in education, like multi-tiered systems of support. And when we at tier one, that’s universally what we want to do for the entire class. So like we don’t have to make adjustments in tier one. Tier one’s what we provide for everyone. And lots of trauma-informed practice lines up really well with some of our tier one setup for our classroom. So things like having a circle time in the morning and having a chance to actually engage with everyone and see how they’re feeling, do a pulse check, regulation strategies for the entire class, just using unconditional positive regard in how we, you know, respond to behaviors that are coming up, clear expectations, predictable routines, like lots of these things will actually just support all of the young people in our class without overcomplicating it and going 50% of my students need this and 50% need that. Like if we can just get some of those basics right, we’re gonna see some change happen in classrooms as well.

Colby: 33:22

How did what’s the response you get to that?

Megan: 33:25

Well, to be honest, this is actually where I think I do get a lot of positive response from teachers because they are incredibly overwhelmed when they think about I need to do trauma-informed practice and curriculum and this and that. Whereas when I get a chance to actually map it with them and go, let’s map these tier one things that you can do for your entire class, like it’s almost like a sigh of relief of going, oh my gosh, I’m actually so relieved to hear there’s some things I can do just in my daily practice without getting too individualized and overwhelmed.

Colby: 33:54

Do you think it matters who delivers that message? Um, so I’ll give you two examples. You delivering that message, or me as a clinical psychologist with 30 years experience working with these children, developing that uh delivering that message. Do you think it makes a difference?

Megan: 34:13

It can for sure. I think because I’ve walked the classroom experience that sometimes it lands because of that. Um, but I I’m just imagining the power of us delivering that message together, Colby. That would that would be so impactful.

Colby: 34:28

I dare say, um, I always say when I’m when I’m working at school, and just just just to let you know that I’ve written a program for schools. I have I have rolled it out here. It is rolled out, it’s not rolled out widely here. In fact, um when I applied as part of this SA government’s um, they had a scheme to deliver trauma-informed uh practice across schools. Um I’m I’m I’m happy to put my hand up and say that I I didn’t win the tender. I wasn’t a successful tenderer um for that, which um I think there’s a bit of a story in relation to that. But net nevertheless, I have still worked with schools um a lot over the past 30 years, um, less so these days because of that initiative. But but I have a program that is rolled out in schools in Ireland.

Megan: 35:23

Amazing!

Colby: 35:24

Yeah, it’s like but you know, an artist is never known in their hometown.

Megan: 35:30

I find it’s quite funny. Australia’s funny like this, actually. Like I I agree, like there’s sometimes where I’ve seen some um some colleagues who’ve been really successful in the UK, yeah, um, but they’re Australian-based, and then they, you know, there’s certain networks they try and get on in Australia, and it’s like nut, but the UK said yes. And I think, yeah, there’s just different processes and approaches, I think, to to yeah, how we go about it in Australia. We’re very very red tape over here.

Colby: 35:56

I yeah, and also though, I think I just think that whatever’s exotic, you you know, we’re drawn to what’s exotic. So I I I can’t I I feel conflicted when I hear that someone is coming from overseas and they’re rolling out something in my local jurisdiction that I could do, I’m conflicted because I’d like to be doing it in my own local jurisdiction. One, but I also know if I went to their jurisdiction, they would probably find me more attractive in a sense, in an exotic, you know, from overseas sense than than that person that’s come to my jurisdiction. And certainly I find that in Ireland and the UK, and especially in Ireland, um, you know, some of the most validating work I’ve done has been the overseas work because yeah, I think there’s that that bit that goes through it. Anyway, I think I think we digress. What I was going to say is also like I think it’s really important to just ignore. I think part of what’s helpful for someone like me to engage uh teaching staff in a school is to first acknowledge the limitations of my experience. So I’ll I’ll often say, look, I I’m not a teacher, I didn’t train as a teacher, I have never, it’s not true that I’ve never ever taught a class in a school, because I have. I’ve been invited into my my son’s school to in their psychology, year 11 psychology, but for a little bit. But basically, I’ve never taught I’ve never taught in a school, I’ve never worked in a school. That’s also not quite true. But anyway, my point is I’ve I’m not, I haven’t lived and breathed what you have.

Megan: 37:42

Yeah, but you you bring up extra knowledge as well, though, that like that’s the thing. So we can learn from so many different people from so many different angles as well. Um, and I’m sure there’ll be teachers sitting in your training that will like that light bulb moments will be taken. And as long as like part of the message or just one practice is taken, then you’ve made a big difference as well.

Colby: 38:01

Yeah, so well, thank you for saying that. What I what I do say is that I know the children very well.

Megan: 38:07

Yeah, absolutely.

Colby: 38:08

Because I’ve been working with them therapeutically for 30 years, yeah. That’s my primary work, and um yeah, and but I still, you know, it’s still I guess we all would get the people that we meaningfully engage, and then there’s the ones that um yeah, that it it would be harder to achieve that.

Megan: 38:28

Yeah. Well, I’m curious, Colby. What’s your main message to teachers? If you can like I’m I’m now firing questions back to you, but I’m just curious what’s this is my podcast. But what’s your main message if you can sum it up like briefly to teachers, you know?

Colby: 38:43

I thank you, because um I love to talk on my own podcast. Um it’s interesting. I what you said about um you’re always you’re already doing things that will help, it really resonates with me, and really I’m a I often say I’m a simple man with a simple message. My I think that um change changing your approach. So if I’m talking to foster parents or kinship carers or or residential childcare workers or social workers, you know, any of those audiences that I might speak to, teachers, it’s very hard for them to change their habitual approaches to the work. And in fact, their habitual approaches to relationship and relational connection and how we how people approach their roles. And in action, there’s a there’s a statistical phenomenon called regression to the mean, and I sometimes talk about it in this term, which is which basically means that people you can get some people to mobilize a bit of extra effort to change a behavior. The most likely outcome, though, in any behaviour change process is that people will end up back to where they started slowly, they’ll make a change and then they’ll slowly tail back to where they started. And so the message of that for me has always been well, you’ve got to work with where people start. What do they already know and do that helps? So my message uh can be summed up in the acron several acronyms, but the one that people seem to like the most at the moment is aura, where I’m not talking about aura in a well, it is a metaphysical sense, but not the new age sense. That an aura is is def is defined as the felt quality, uh, the person’s experience, one person’s experience of another person or a place, how it how it feels to them. And it it’s also really I I actually came, sorry, now I’m on the I feel like I’m on the Wagtail podcast, but um I came up with this. I was laying in bed one morning and I was just thinking about the concepts that I routinely think about in this space, and and and it dawned on me that you could put them under this aura acronym. Accessible, understanding, responsive, and attuned. Um paying attention to children, teachers do that. Yeah. They know and part of being accessible is noticing or anticipating that a child may be having difficulty and getting in before the child does anything to um to secure attention or get out of what they’re doing. Uh, understanding means just you know acknowledging the child’s experience in our words, in our actions, and in our expressed emotions, our actions, responsiveness, it can be um uh turning our mind to what a child needs from us at this time and just and and offering it proactively. With children and young people who are recovering from a tough start to life, proactive is much better than reactive if because because they feel often feel like they have to control and regulate adults. Your cut through that is that you do things proactively so that they have a different experience. So it’s not you only did that because I did something to make you make it so, rather, it’s um oh, you noticed that I needed that from you. And the last one uh the A in aura is attuned, which is about empathic acknowledgement, really. Just you know, not don’t try and um present an entirely different uh affective presentation to that of the child. The reality is we all have instinctive empathy, well, just about all of us do. Um and so when if a child’s upset, we’re likely to be upset. If a child is happy, we’re like to be we’re likely to be happy. We don’t have to suppress our emotions. What we do though is we we show a bit and then we regulate back to a karma space, and children will follow that. So the that that is a very and these are all very natural parts of of um relationship building and caregiving, being accessible, being understanding and not uh responding and being attuned. We all do it. We do it we do it when the kids are younger, especially we do it for babies. Yeah, and then as babies grow up, they go we say use your words, yeah, and we start to we we we start to be less proactive and more reactive, and it’s part of just socializing our children in the ways of the world. But traumatized children, hate using that term, but children have experienced trauma in the home, their uh their their uh development is start often start way back. Or they’ve got this kind of Frankenstein development in a sense where there’s all these holes in it. You know, they they’ve never that for example, they’ve never had um consistently enough, often enough, the experience of being in the mind of an adult. You know, that they’ve never had um the experience that adults come when needed, that you can tolerate being separated from them because you know that they exist and that they will come when needed. There’s all sorts of ways in which early family trauma and neglect is part of that, impact development, and so they end up with this kind of weird hybrid level development that I think just start at the beginning basics, which is I think consistent with what you’re saying. Start at the basics, yeah, and progress and see how you go from there. And I I think you get along, you go a long way, easier for the staff, and the kids are less reactive to it because it’s all it children who go all children have experienced some level of care, they haven’t been raised by dogs or whatever. Well, you know, that maybe um dogs make I don’t dogs don’t make good parents for children, they make good parents for dogs, but and good companions, but not necessarily parents. Yeah, that’s right. So I I mean, if you start at the basics, they’re not unfamiliar to children.

Megan: 45:28

Yeah, yeah.

Colby: 45:30

If they’re unfamiliar, if someone tell comes in and says you’ve got to do this suite of really, you know, newfangled, sophisticated things, one teachers or f teachers, foster parents, kinship care, anyone will find it hard to implement and sustain over time. And the problem with it not sustaining over time is inconsistency. Inconsistency just rolls the kids up.

Megan: 45:54

Yeah.

Colby: 45:54

So if you start doing something, then you give it up, they’ll they they don’t know what to expect of you. The other thing is that the kids don’t like change, they’re reactive to it. So the teachers go, that this idiot Colby Pierce, he told me to do this, and then we, you know, and then we had to evacuate the classroom as you know when chairs started flying and whatever, it’s just too much. It’s too much. So dose is important. Okay. So maybe we should release this podcast under both Wagtail and Secure Start.

Megan: 46:32

Brilliant answer though. And I like a lot of what you were sharing, like I often say to teachers is um we don’t know what experiences these young people have had over the weekend or that morning before they come into our classroom. But we know what experiences we can give them before they leave for the day. And if we do that every single day, so if we’re just having a couple of positive interactions, we’re saying their name, we’re greeting them in the morning, where you know, we’re pretty consistent in the way we’re supporting them when they’re having a challenge. We’re actually helping to send those messages to them that adults can be safe. Because here’s an adult doing it five days a week, week after week. And over the course of a year, you’ve actually sent some pretty strong messages to that young person that’s going to change their perspective and their experience of adults.

Colby: 47:16

And I think, yes, uh, look, there’s there’s so much going through my mind, and I don’t want to go off onto a long, uh, a long answer, but um I recently had um Ben Perks on the podcast. Now he’s the global head of policy and advocacy and child protection at UNICEF. And he he’s written uh his book is fantastic. It’s just a cracking read. I love it. And but one of the things he he grew up in children, he was relinquished by his parent or parents and grew up in children’s homes in pretty kind of the it sound without going into a lot of detail, it sounds like you know, some of the worst experiences of being in children’s homes that young people can have. And he’s got a you know, he’s got a a massive global role now in UNICEF. Yeah, he’s he’s had a spectacular career from kind of like children’s home, young offender, delinquent kind of uh thing to to here. And anyway, the the the punchline in this story is it started with a teacher. And and and I I think it star it it does start with one adult who just stops and um thinks thinks about this child, holds space for them, keeps them in mind, responds to them proactively. And now and if you can get a whole school focused on this is how we’re going to be with any child we interact with in the school, simple basic things, acknowledging, empathic acknowledgement of their experience, uh responding to their needs proactively before they have to ask. That that that has great power and and you need it because often parental in child protection out of home care, too often um the relationship with birth family is is fra which is fractured is not repaired.

Megan: 49:24

Yeah.

Colby: 49:25

So you need lots of good relational experience for young people to compensate.

Megan: 49:33

Yeah, I heard someone refer to it actually as needing a like a patchwork quilt where we’re all adding a patch to the quilt. And that that’s what a young person who’s had a fractured home life and has lost that sense of the birth family. It’s a patchwork quilt approach where they need multiple people adding to it.

Colby: 49:51

Yeah, yeah. You’ve said a little bit about what you recommend. I’ve I’ve said a lot, too much. Some people will say, we come on and listen to this podcast, Colby, to listen to your guests, not to you. Uh, I know so I can already anticipate one particular person who uh uh regularly I regularly speak to about this podcast, who’s gonna say, Colby, won’t you just, you know, not but you did ask the question.

Megan: 50:17

I did ask the question.

Colby: 50:19

Yeah. Do you is there I wonder if there’s anything else that you think it would be important to say in the as part of this conversation about how we make schools places of healing as well as learning?

Megan: 50:33

Yeah, it’s such an interesting one. I feel like the education system likes to do a bit of a pendulum kind of swing where we focus on one thing and then something else. Um, and I feel like about 10-15 years ago, we’re getting really good at going well-being’s really important, and now we’re pendulum swimming back the other way and going, let’s do rote learning again, and science of learning is the main focus. And it’s like they both coexist, they both have to be there. Um, so I think just giving teachers a chance to hold both, and the priorities don’t have to keep swinging from one to the other. But the most important thing I think I will say is we need to change the discourse around teacher well-being to start, and here we go again about it. But ultimately, it’s hard work, like teachers are, you know, it’s a challenging job. And here we are talking about trauma-impacted young people coming into their classrooms as well. And so I think we actually need to be proactive around thinking about teacher well-being. And there was some research that came out, I think it was in May, from um Adam Fraser and a couple of other people at Deacon around secondary traumatic stress being really high in educators. Um, and so, you know, like we need to acknowledge that and say this is real, this is part of what teachers are facing. So let’s plan for that. Let’s not just assume that that’s not going to happen to the teachers in our school. The stats are showing it’s happening to the teachers in your school. Um, so let’s like acknowledge that that’s a real thing and plan for that. And let’s actually look at how the industry could have more effective debriefing, more effective, you know, peer support circles, like we’ve spoken about. Um, you know, supervision would be a dream for educators. And but I don’t want to plant seeds that can’t be watered or grown in any way. But I know principals, some principals have access to that, and some alternative schools have been implementing supervision. So just making sure we’re actually putting supports in place and then we’re training teachers effectively to actually navigate trauma-informed practice in their classrooms, they’re going to feel a lot better for it. So I think that that’s the starting point, really.

Colby: 52:33

Yeah, it’s hard, it’s hard to get across that uh kind of like a primary prevention method uh message, isn’t it? Where, you know, so one thing, you know, there’s a number of things that came up in in what you were saying, but one thing is that if if let’s say if you want to focus on learning outcomes, you need to acknowledge that children learn best when their central nervous system is regulated and they learn best from people that they feel connect relational connection to. Correct. And so some children some children resist relational connection, and uh so we need to find ways to connect with them. And and I also so that’s you know, with learning outcomes, I also want just wonder about the the cost to society of teacher burnout. And even if not teacher burnout, see again I come back to Ben Perks and his book, and he t he tells lots of stories about parents and and children, some of which are factual and others are um uh fictional, but but making a point. But you one of the kind of things that gives you chills when you think about it is you’ve got a teacher who’s burnt out at work but is a parent themselves. Like that’s it, there’s social costs in all of these things, and they don’t necessarily uh fall nice and neatly into all the buckets that that that you know that the government has, and this is the education bucket, and but if you if you burn out teachers or you know, or burn out child protection workers notwithstanding the their their best uh endeavors, you you create a scenario where they’re not at their best in all walks of their life.

Megan: 54:29

Yeah, yeah. And this is what we ignore sometimes too, is just like how trauma is actually we’re very interconnected. And like the way our systems and our society is structured and set up is actually, you know, perpetrating trauma into our society as well. And we have parents who are quite isolated while they’re trying to parent because our structure of society is all this independence and you know, managing the full-time job and then managing the household at the end of the day. And you know, people are actually, yeah, quite isolated a lot of the time too.

Colby: 55:05

Yeah. Only we can change the world.

Megan: 55:10

I know, but we can bit by bit, we can change, you know, maybe just the experience for one child at a time, and that’s changing their world at least.

Colby: 55:18

Well, this is um well, a point that I would make further to that is that if you can change that child’s world, you can you you have uh there’s a strong possibility that you’ll change the the the life and experiences of a life partner, of their children, and of their grandchildren. So that it by intervening there’s that there’s a social capital. I had an earlier guest who was very interested in social capital, uh, Graham Carrige, um, another good podcast to listen to. But he, yeah, the what came out for me out of that conversation was just that that ongo, you know, that ongoing benefit to society. And then on the flip side is that if you don’t if we don’t do anything about this. I was only thinking about it this morning, actually, that with child protection systems is that each child who comes in to child and and and grows up in in child protection system in a child protection system and out of home care system. How many child and and if nothing therapeutic, if they’re if their life course is not um changed and you we’ve got that intra intra intergenerational transmission, that it’s a big problem. Then child protection will never shrink as a problem because they’ll have uh multiple children, likely they’ve all gonna have similar histories, and it and it just it’s like a snowball, it just gets bigger and bigger. And I do, I personally do think that school it’s been very difficult for me over the years at times to to get the message across, but school is is after the home environment is is is the place where children get the biggest dose of relational connection, not just with teachers but with other kids as well. The the original notion of the takes a village included the children in it. We’ve kind of uh truncated a bit to say a village of adults, but it was a village in the true sense with with children as well, and that’s got implications, I think, for you talked about belonging earlier. Um, it’s got implications in terms of how we manage children’s behaviour, you know, what are the consequences and how do we foster belonging in a system that excludes children for misbehaviour?

Megan: 57:53

Yep, absolutely. That’s exactly why I dived into that area in my masters, really. Wanted to prove a bit of a point that, yeah, just that sense of belonging can be a life changer. And it’s the same when we look at out-of-home care as well, when young people are moved from home to home, house to house, when we have what would call placement breakdown. I hate the word placement as well. Um, but just the impact of that, if we’ve got children moving from home to home and then school to school or excluded from school altogether, well, the impacts are actually, yeah, really, really awful.

Colby: 58:24

Some would say they’re the worst, they’re among the worst things we can do to children. Placement or, you know, homesetting breakdowns, family, yeah, over and over and over. Yeah. And and you could equally, not equally, but you could similarly apply that to school.

Megan: 58:42

Yeah.

Colby: 58:42

I remember um um my father my father was expelled from school. Um many, you know, back he’s not alive anymore, but many, many um decades ago, in the atten, for the the teacher threw a chalk duster at him and he threw it back at the teacher and he was expelled. So this is back in the 1950s, late 1950s. Yeah, and that that never left him. That that was like an attachment injury. He he yeah, he ne he was he was always highly sensitive about that.

Megan: 59:20

Mm-hmm. Yeah, and what an awful experience too, and it just really highlights that dangerous power dynamic that was very strong in the 50s, but can still play out today, where the teacher had the power and was okay it was okay for them to throw something at the at the child, um, but then the child does something that we don’t like, and it’s you know, that power imbalance is huge.

Colby: 59:40

Yeah, yeah. Um Richard Rollinson, he he ran uh and has continued to be a significant figure in the mulberry bush, the uh therapeutic community in the in the UK.

Megan: 59:54

Yep.

Colby: 59:54

Um, he says he talks about how the schools help children. helps children to live with themselves and to live with others.

Megan: 1:00:06

I like that line.

Colby: 1:00:07

And yeah, I like it too. And he um and he talks about the power of we. We don’t this is not something that we do here. You know what we do is this. This is how we treat other people. We we where whereas so there’s that always that sense of in our language of community.

Megan: 1:00:31

Yeah. Yeah. And what’s okay for young people is okay for adults and what’s you know what I mean? Like it’s we have these like sort of unfair expectations sometimes of young people that we think the adults are immune to and it’s like no in a re in a true community we just have values and we operate by those values. And that’s everyone.

Colby: 1:00:51

And although it’s a very powerful way to intervene what we want is people to be we we want people to be motivated to can to um follow the the the norms of the of the group rather than to be fearful of of um exclusion from the group. That’s always there. That’s always a bit of a but you want the predominant thing to be you know I want to I want to stay part of this group. I want to be motivated I’m motivated to be part of this group. Yeah. Yeah. Any final things that you’d like to points you’d like to make about um this discussion or the or the work that you do?

Megan: 1:01:38

Yeah really good question. I think um I mean we’ve covered so much today but just if there is anyone listening that is doing this work it’s I think we’ve planted a few good seeds that like it is such important and beautiful work um and that you are you know making a difference in young people’s lives. So just make sure that you do have those um support systems in place and just thinking about you know the way that we’re showing up and how we’re looked after in the work as well and just so we can sustain ourselves to do it long term would be the main thing I think. Yeah great terrific well thank you Megan for being on the secure start slash wagon thank you so much Colby honestly it’s such a privilege to be invited and honestly yeah sorry for firing questions back you as I said I like to learn from people as well so I was picking your brain I think that I think the most uh uh telling thing was that that you only asked one after my response yeah there were no more well thanks again thank you might speak to another time sounds good

Reimagining Children’s Homes: From Last Resort to Purposeful Healing, with Kevin Gallagher

Not Forever Homes, But Forever Impact

In this insightful episode of the Secure Start podcast, host Colby Pearce engages in a profound conversation with Dr. Kevin Gallagher, a veteran practitioner with nearly 30 years of experience in UK residential care. Their discussion delves into the evolving landscape of residential care, its purpose, and how it can be optimally utilised to support vulnerable young people.

Kevin’s journey into residential care began in his mid-twenties, following personal struggles with identity and finding his authentic self. His early experiences of inequality and exclusion fostered a deep desire to help others, eventually leading him to social work training in the late 1990s. This personal healing journey coupled with professional development highlights how many practitioners in helping professions bring their own lived experiences to their work – what Kevin refers to as the “wounded healer” phenomenon.

What stands out in Kevin’s narrative is the evolution of his practice from an intuitive, heart-driven approach to one that balances authentic connection with evidence-based methodology. In his early career, his approach centred around providing “good parenting” – ensuring children had bedtime stories, proper meals, and a well-maintained environment. While well-intentioned, he acknowledges this approach was “crude and naive” without the underpinning theory to support it. This honest reflection demonstrates the importance of continuous professional development in the residential care sector.

A pivotal aspect of the conversation revolves around the purpose of residential care. Kevin makes a statement that might initially seem controversial: “These are not forever homes.” However, he clarifies that this doesn’t mean these environments should be cold or unfeeling. Rather, it speaks to the purposeful, time-limited nature of therapeutic residential care. The goal is to provide young people with healing, skills, and relationships that enable them to flourish within the parameters of their stay, ultimately preparing them to navigate life more successfully when they move on.

The podcast challenges the prevailing narrative of residential care as an “option of last resort.” Kevin questions why, after a second failed family placement, the conversation doesn’t shift towards trying something different rather than attempting several more family placements. This cycle of placement breakdowns creates additional trauma through repeated rejection. He suggests that in some cases, residential care could be used earlier and more purposefully to do the necessary therapeutic work that would eventually enable young people to successfully transition to family settings.

Kevin also addresses the heterogeneity of residential care, emphasising that just as no two families are the same, no two residential care settings are identical. He describes how his current organisation, Amberleigh Care, operates psychodynamic group therapeutic communities for teenage boys – a model that wouldn’t be suitable for all young people. Meanwhile, other organisations like The Mulberry Bush School use similar therapeutic frameworks but adapt their methodologies for younger children. This diversity is essential for meeting the varied needs of traumatised young people.

The financial aspects of residential care receive thoughtful consideration as well. Kevin makes an important distinction between “high cost” and “expensive” – residential care is undeniably high cost due to the resources required, but it should only be considered expensive if it doesn’t provide value for money. This nuanced perspective challenges simplistic financial comparisons between residential and foster care.

As our care systems continue to face increasing demands with diminishing resources, Kevin’s insights provide valuable guidance for how we might reimagine residential care. His decades of experience suggest that when used purposefully and therapeutically, residential care can be a powerful intervention that changes young lives for the better. The key lies in being intentional, responsive to changing needs, and guided by both heart and evidence-based practice.

You can listen to the podcast here:

You can watch the podcast here:

About Kevin:

Kevin is a qualified social worker, organisational consultant, manager and has just completed his PhD. 

He has worked in residential care and education for almost 30 years (with Amberleigh since 2015), from front line practitioner, through management roles and into leadership in a diverse range of organisational structures, both public and private. 

Kevins passion is for therapeutic residential care and education, promoting the use of quality improvement standards. 

He is an Advisory Group member and Therapeutic Care Specialist at the Royal College of Psychiatrists. 

Kevin has been a trustee of The Consortium for Therapeutic Communities for over a decade, supporting and developing therapeutic practice across the UK, in particular, supporting local authorities to commission specialist provision. 

Additionally, Kevin assists providers in strengthening models and practice. 

Kevin is a very public campaigner for better understanding and use of residential care through a focus on practice evidence.

Related Podcasts:

Listen here:

Watch here:

Listen here:

Watch here:

Transcript:

Colby: 0:00

Welcome to the Secure Start podcast.

Kevin: 0:04

When the second family placement has failed? Where is the conversation that says maybe we should be trying something different rather than carrying on trying another three or four or five? You know you’d like to think that residential care would be used earlier and more purposefully to do the work in order to allow young people to move into family type settings successfully. Therapeutic care as opposed to any other descriptor, it needs to be purposeful, it needs to be deliberate. These are not forever homes. It’s not forever, but whilst they’re with us, it is their home.

Kevin: 0:50

We need to be clear on what are we doing. Why are we doing it? How are we keeping it responsive? How is it responding to changing needs? This idea about them not being forever homes there’s nothing in my mind. There is nothing cold and feeling about that which would be the kind of criticism, and quite the opposite. It’s a much more responsible approach to say how can we make sure that these young people feel loved and welcomed and protected and encouraged and enabled to flourish and given all the opportunities they can within the parameters of the time we’ve got?

Colby: 1:32

Welcome to the Secure Start podcast. I’m Colby Pearce, and joining me for this episode is a highly experienced practitioner and leader in the UK residential care community. Before I introduce my guest, I’d just like to acknowledge the traditional custodians of the lands that I come to you from, the Kaurna people of the Adelaide Plains, and acknowledge the continuing connection the living Kaurna people feel to land, waters, culture and community. I’d also like to pay my respects to their elders, past, present and emerging. My guest this episode is Dr Kevin Gallagher.

Colby: 2:19

Kevin is a qualified social worker, organisational consultant manager and has just completed his PhD. He has worked in residential care and education for almost 30 years the past 10 years with Amberley Care, from frontline practitioner through management roles and into leadership in a diverse range of organisational structures, both public and private. Kevin’s passion is for therapeutic residential care and education, promoting the use of quality improvement standards. He is an advisory group member and therapeutic care specialist at the Royal College of Psychiatrists. Kevin has been a trustee of the Consortium for Therapeutic Communities for over a decade, supporting and developing therapeutic practice across the UK, in particular, supporting local authorities to commission specialist provisions. Additionally, kevin assists providers in strengthening models and practice. He is very public as a campaigner for better understanding and use of residential care through a focus on practice evidence. Welcome, kevin.

Kevin: 3:49

Hi, colby, it’s great to spend some time with you and thank you for that very generous introduction. I feel like I need to, you know, add some personal bits to it. I’m a Gemini, I don’t like football, I’m no good at DIY, and we’re picking up a new puppy tomorrow.

Colby: 4:04

Oh really, I’m no good at DIY and we’re picking up a new puppy tomorrow.

Kevin: 4:06

So I think that just it kind of rounds off a long list of work-related activities. But it’s great to be with you and I’m delighted to have been invited. Thank you.

Colby: 4:15

Well, and thank you for agreeing to come on. I’m not sure when which month covers Gemini. Yeah, we’re a little bit different. I don’t mind the football and building things. In fact, I’ve spent much of today doing renovation work here at my house, but we obviously both have an affection for dogs. There you go. What sort of puppy are you getting?

Kevin: 4:42

tomorrow. So we’re getting an Irish Terrier puppy tomorrow. Oh yeah, yeah, yeah. So that last dog of 16 years sadly passed away about a year ago. So we’ve got the summer holidays out of the way, so that we’re now ready to have a new addition to our home, and actually we’ll be registered as a therapy dog as well, so I can bring him into work with the children yeah, I look, I’m a I’m a massive dog person.

Colby: 5:10

I love dogs, my mine. Last month was two years since our maltese cross poodle passed um and uh. I’d like to tell the story about the, the variation in in uh, the dogs that rebecca and I, about the variation in the dogs that Rebecca and I have had in the course of our marriage. So our first dog early in our marriage was an Alaskan Malamute, and so a very big dog, very big, very strong, shedded a lot. And then we went from there to a Maltese Cross Poodle, or a Moodle as they call them here, and they both used to sleep in our bed. He was small enough to sleep on his daddy’s chest, a bit like the Bubbies did when they were small. So, yeah, dogs really enrich our lives. I wish I could get another one, but my sons feel my pain, and so one of them’s already. He moved out earlier this year into his own house and very closely after that, bought himself a golden retriever puppy.

Kevin: 6:21

Dogs have always been part of my life and actually even at work we have dogs and animals of various descriptions in our two settings. I might talk a little bit about later. But I think that kind of the impact of having dogs around or having animals around and needing to care for them, as well as the kind of the distraction and shared experience that you can have with staff, I mean, yeah, I think it’s. It enriches our lives to have animals around.

Colby: 6:46

And I think there is definitely an evidence base that is emerging around the role that pets slash animals play for the benefits around mental health and wellbeing and the developmental benefits for children and young people as they’re growing up having pets to care for. So, yeah, that’s great. Was there anything else that you wanted to add to the bio that I read before, or just the personal addition was sufficient.

Kevin: 7:25

No, it’s an honour to be invited and I think when you kind of read it out, when you’re in and doing the work, and then the years go by and you learn and your role changes and now I find myself 30 years in being invited to have conversations like this, which is a real privilege. So it’s always useful to be able to reflect on the journey and the different roles and how it’s evolved and how that informs how I practice and you know the views I have around child care, how we run the services, how we campaign. So I think it’s a yeah, it’s a useful starting point in terms of the conversation this morning.

Colby: 8:04

Yeah, yeah, and of course the privilege is also mine as well, having you on, so tell us about how you got involved in residential care.

Kevin: 8:15

I mean, I think, like a lot of people in helping professions, there’s a degree of wounded healer in in the background. I sort of fell into it in my in my mid-20s. I kind of left school at 16 with qualifications. There wasn’t a, there wasn’t an encouragement in my house to kind of work, um, and struggling with my identity as a gay man. I hadn’t come out at that point and I found myself with a house and a girlfriend and a job and responsibilities and living a life that really wasn’t um, authentic um, and there was a kind of a hidden side and the tension and the pressure of managing that culminated in me coming out and having some quite a lot of difficulties during my late teens and early 20s, you know, become a little bit extremely strange for my family for a while. A bit of running with the pack, mixing with some of the wrong crowd, too much partying, um, you know those those sorts of issues, and I was kind of finding myself um and I wasn’t happy during that period. Uh, and then, um, as I began to settle into myself a little bit more, um, I actually went back to night school as it was then, and did my sociology and psychology a levels, um as a stepping stone towards social work. I think the my experiences of being a gay man and coming out and growing up during the the 80s I was born in 69, so um, the kind of the environment, um in the, in the culture at the time around, homosexuality was still um very negative um, and even my first experiences of coming out on on the gay scene there were a handful of quite clandestine venues that you would go to and a real melting pot of people in there in terms of ages and interests and so on and so forth. It’s not like it is today and I think I was very aware of inequality, unfairness, feeling excluded. Some of these thoughts were not properly worked through because I was living them and experiencing them as a young man and that definitely informed a motivation to want to help others. I’d always found that I was fairly gregarious, quite confident in, at least on the surface, quite confident in social situations, and when I left school I ended up working in banking and sales, so a very kind of talking, interacting type profession, and I think that and then this combination of social values and wanting to help people I didn’t recognize it at the time, but some of that was also my own healing that. That took me towards social work training.

Kevin: 11:37

So I did my social work training in the late 90s and that was the beginning of a sort of a turning point in my personal life. I can kind of come out of a difficult period and then now had more of a purpose of where I was going. I’d come out, my family had had some time to adjust to that. The fact that I was now training and on a career path was, you know, was helpful in rebuilding my relationship with my family and so it moved on from there. And then usually at the time when I did my social work training it was a diploma in social work. It’s now a degree in the UK, so it was a two year diploma with quite extensive placements as part of the learning.

Kevin: 12:28

And I did my second year placement, partly attached to um uh, an adult um, mental health hospital, um and partly with a leaving care team, um, working with young people transitioning, and that was the beginning of my hook into working with young people. So when I qualified, everybody else on my course there were about 20 odd of us. Most of them were doing children and family social work or adult social work and wanting to go and work in statutory teams, but I went to work in residential care straight away in the local authority. So even that was quite unusual at the time. So I found myself in a small local authority children’s home in the West Midlands in a very kind of urban setting, working with quite diverse, challenging young people. If I look back on it now, there was no deliberate use of residential care. You know this was a unit, as the language would have been called then, and we were working with whichever young people the senior management in social services were sending through to us.

Kevin: 13:50

And it happened that we were working with a very complicated young person who displayed sexualised behaviours as part of his kind of profile and we were engaging with an independent sector organization that were actually coming out to do some assessment to see whether he would be a suitable match for their service. And I was involved in that and although, as it turned out, that wasn’t the right route for that young person, I made a connection with that service that ultimately then turned into a job offer at a later point. But I found myself fairly quickly as the only qualified member of staff in a mixed staff group and within a few months of being there the registered manager had an accident that injured his back and put him out of work for several months. And as the only qualified member of staff I was asked to step up and hold the team, even though I was newly qualified and really wet behind the ears. So I found myself learning on the job very quickly and that was my springboard then into the, the independent sector and moving into a management role after about two years in the local authority and it moved from there. So I started as a residential social worker um managing a really tiny service initially, then moving into a six bed service for under 12s all boys and that was my first taste of working with therapists. That service used to buy in its therapeutic services from another established provider and, yeah, that was where I cut my teeth. I was in that organization for five years as that organization grew. So I started as a manager of one home, um, and then after about a year I moved into a middle management role and then was overseeing the opening of more homes and that’s when I really, you know, got my my feet into personnel management and staff training and understanding some of the policies and, um, you know the regulatory frameworks in more detail, and it basically moved on, moved on from there, um. So so, yeah, it’s definitely rooted in personal experience. There was definitely a motivation to want to help others.

Kevin: 16:25

When I look back now at my knowledge back then was wafer thin, really wafer thin? I mean a lot of the judgments were quite crude and naive. I mean I remember a phase I mean this would have been, you know, way back at the very end of the 90s, and my thinking was very much about good parenting. It was quite sort of middle class, sharp, elbowed parent type, thinking about manners and looking after our environment and making sure there were bedtime stories and that the house was well maintained and there was abundant food on the table, and so I didn’t have any of the underpinning theory to go with that. It was just based on this kind of strong sense of good parenting to try and make up for what had been missed. Um, you know, reflecting back on it now, it feels very crude, it feels very, very naive, and I certainly remember at one point, you know, three or four years in um, I was very much on my white charger, trying to rescue everybody and trying to lead from the front, and that was definitely my achilles heel.

Kevin: 17:45

I remember one, one period where you know the degree of trauma again, I’ll use the language that I understand now things were uncontained. Um, I wasn’t recognizing the need to contain the staff, to contain the children. I was trying to do all of that myself and you couldn’t fill your own cup quick enough to be able to feed everybody else. So, yeah, there were definite moments where I think I was very fortunate. In the first kind of four or five roles that I had, I had really solid, experienced practitioners as my immediate line manager or mentor, and so those four or five people really. They kind of gave me confidence and support to kind of do what I was good at, but they also kind of challenged and signposted me on the areas where I needed to grow and develop and that, yeah, that put me in really good stead.

Colby: 18:50

People seem to find their way into this area. That kind of need to find their way into this area.

Kevin: 18:57

It’s strange work really, isn’t it? I mean, when I talk to people about over the years and I’ve talked to kind of friends or people that you meet who are outside this work, and people will often say, oh well, it must be so rewarding, or well, I couldn’t do what you do. And it is a strange, it is a very strange situation. I mean even thinking specifically about the idea of a children’s home. Specifically about the idea of a children’s home. You know it’s a place of work for the staff who are coming in, but then it’s a relational and very kind of familial and domestic set-up, but then the young people who are there are not really there by choice. It’s a very odd situation to be in by design.

Kevin: 19:48

And then, in terms of the nature of that kind of relational work, um, you know, I often talk about to staff as well, about you. You need to be open and affected and bothered enough, um, to actually have real connections. You know that you’ve got. You’ve got. You’ve got to feel and want and want to know and want to be with these young people. But, by the same token, you also have to be slightly detached and aloof enough if aloof is the right word, detached enough to be able to think and and see things objectively and be able to apply yourself deliberately, and I suppose that’s the the point.

Kevin: 20:39

I was the thing I was talking about earlier. I suppose that’s the point of distinction. When I was earlier in my career I I wouldn’t have been able to describe it like that because I was driving very much just from the kind of internal um wants and motivations and the kind of internal my own internal working model of how I thought the world works, um, but now I’m able to kind of harness the good part of that but also balance that with something that’s a bit more structured and a bit more evidence-based and informed. You know that the thinking has a much more concrete underpinning now rather than it just being from the just from the heart. You know, you need that.

Colby: 21:26

I mean, I think the word that comes to mind is sophistication Like the approach has become more sophisticated as you’ve had opportunity to reflect on the role that you’ve been performing and delivering over the years. I did think. I must say I did think when you were talking about your initial approach and it being a family by from what I heard, a conventional family trying to provide a conventional family environment, and feel I think, you know, I think that there’s nothing terrible about that. In fact, if we can do that for our young people and provide them with some of those conventional family experiences or relational experiences, I think they’re the foundations.

Colby: 22:26

They’re good foundations to build on.

Kevin: 22:30

Yeah, I suppose at the time I would say it’s yes, and, and at the time I didn’t have the, and I think that’s the thing that I’ve learned. And I think that bit about heart and head and, you know, being authentic and being connected but not but able to um, stay contained and not be overwhelmed and flooded, I think there’s also a parallel when we think about um staff teams because, again, you know, residential settings are an unusual environment with multiple relationships, um, they’re familial and domestic, but then they’re not, in terms of the shape of them, that difference in age and gender and personality type that you have within staff teams. You know, there are some that will be much more thinkers and want the theory and the evidence base and the knowledge and use that as their way in to kind of inform their practice. And then there are others who just seem to be innately able to connect but might equally then struggle with report writing and paperwork. And so this thing about moulding a team and being able to recognise that you need all of those different talents, sometimes they’re contained within individual people, um, sometimes they’re absolutely contained within different people within the team. Um, and I think, again, that’s another thing that over the years I, you know, I’ve been able to have a much deeper understanding of in terms of how you support and shape and develop a team. It’s definitely become more. You know my thoughts around that become more strengthened as I’ve got more and more into therapeutic communities. I mean my therapeutic community interest. That absolutely came by accident.

Kevin: 24:25

20 years ago I took on a director role for an organisation that had 27 small, very small children’s homes spread across North Wales and Shropshire with a couple of small schools that they were servicing, and it had been through some operational difficulties. There was some really great practice happening in pockets and there were some areas where things were chaotic and not good. Um and I can’t take the credit a predecessor in the role had come across these therapeutic service standards and had literally just got them and started an initial email conversation and it had never gone anywhere. So these were sort of almost in the inbox when I arrived and I was looking for some kind of framework to help bring these 27 homes together, some kind of common language or set of principles so that I could start to share what was working well with services that were perhaps struggling and kind of, you know, coordinate it really.

Kevin: 25:34

And the therapeutic community standards were what I discovered and it was like a light bulb moment. I mean, they were to me, they were an off the shelf-to systemic framework that gave a language that we could use consistently. That then, as you got into the detail, talked about some of the how-tos in terms of systems and processes and, yeah, that was my starting point and I’ve worked with those standards, um, in deeper and deeper ways. Uh, ever since it’s, that’s become a complete um, uh, yeah, complete turning point in my, in my kind of practicing and career.

Colby: 26:22

Yeah, yeah, uh. Peter wilson, a very recent guest, said his life has been a series of serendipities. You referred before to you had some mentors that you had when you were getting into the work and I really wanted to ask you, when you mentioned them, what it was that you took from those mentors that helped you in your own practice and career progression um.

Kevin: 26:54

So I think, in in my very first step into, uh, into the independent sector. So when I, after about 18 months, two years of working in the local authority, um, so in the uk, as, as people may know, um, we most children’s services in the UK now are delivered by the independent sector. Most of that is private sector. There’s a small amount of third sector provision and public sector provision has been very, very low for a long period of time and when I was first joining the profession it was right at the beginning of that journey. So the independent sector was relatively new. It was probably a decade. We’ve been around for about a decade but it was growing, growing, growing. So my career has been lived through the experience of public sector shutting everything and a new market of private provision and how that market has evolved and matured, which we can talk about later. So in that very early stage I was working with two experienced local authority child protection social workers who were and this this was very common in terms of how those early services were set up it was predominantly experienced local authority practitioners who were, you know, disappointed or frustrated with the way that services were organized, who decided to go out and set up on their own to do things differently. And so I worked with these two guys who were, um very well established in their own reputations. They knew what they were doing. The service was, you know, solid in terms of um its understanding. You know it wasn’t yes, it was a for-profit organization, but back in those early days this wasn’t set up as a money-making venture. That wasn’t the, that wasn’t the kind of way it was positioned. This was like new innovation. So being around them and having their support was, um just very reinforcing in those early days. And then I moved to um a larger organization. I took a sort of immediate middle, sort of middle senior management role in a larger organization that was already working therapeutically in different ways, and I had a there was a female managing director there, again very, very long in the tooth established local authority child protection social worker who’d been managing these services for a number of years and had that mix of the kind of operational leadership in a space where the services are being purchased by local authorities but still needing then to operate, from a practice perspective, quite a diverse portfolio of different provisions. Um. So again, there was a bit of troubleshooting to be done there, um, so it was good experience and she was um, as I touched on earlier. She was somebody who appreciated what I was able to do and gave me space to just crack on with it but was an absolutely amazing backstop and mentor. So in terms of if I was hesitant about something, that sounding board, but it really felt like a peer relationship rather than it being a line management relationship, it felt very kind of creative and that then was a stepping stone then into the organisation.

Kevin: 30:37

I think a mutual colleague, patrick Tomlinson. I joined SACS so there was a bit of full circle there. So SACS was a very, very reputable therapeutic childcare organisation in Shropshire in the Midlands and the first independent sector role that I had where there was the bought-in therapy, the bought-in therapy was being provided by SACS. So I began to have a sort of an awareness and a working relationship with them and three or four years later I then joined as a director when that organization was expanding and that was one of the most significant periods in my kind of, you know, middle part of my career, the the expertise. There was a lot of commitment in that organization to really developing the evidence base of what they were doing. They developed a body of work. They had a very clear treatment and intervention and assessment process. The systems were very structured. The people that they had had recruited into that kind of senior team.

Kevin: 31:46

There was a lot of thinking going on. They were writing, you know, publishing articles um, supporting the writing of books, um, it was. Yeah, it was a really fertile um period in terms of being exposed to thinking. I mean, that’s when I started to get more exposed to psychodynamic thinking. First came across the Tavistock. It’s through that organisation that I uh, alongside that, as part of that kind of reflective work, which was not something that I’d done earlier in my life, um, so it was a. It was really interesting to come at personal therapy under the auspices of a work and a qualification, um, but it was. It was really that point where I properly got to understand that you’re using yourself in the work, um, in a very explicit. My understanding became much more explicit, um, and then my understanding of the theoretical underpinnings of that and what that looked like in terms of organisational structures and systems and the idea of anxiety in organisations and containment and how that pertains to leadership. All of those ideas absolutely came through my time at SACS and that and that qualification. Yeah, there was said there were several, several very influential colleagues there and they were also an organization that was very outward facing and networking with other practitioners. So it certainly laid the foundations. It gave me introductions and contacts with other people and into the other networks that I’m still very much in contact with today, 20 years on. So that was definitely very, very significant. And I think the other person I would say would be very significant for very different reasons Before I came to Amberley so I’ve been at Amberley now for 10 years.

Kevin: 34:08

But after I finished that consultation qualification, I uh I started to do some individual consultation work to make it live, you know, to make it a real, a real thing. And uh, I used to, I used to meet up regularly with other providers in our part of the country, kind of networking groups, and the original owner and founder of Amberley was somebody that I used to see regularly in these spaces and we got on well and she needed some role, consultation, because she was a director, a registered manager, a responsible individual, you know she was wearing a lot of hats in quite a small organisation and needed some thinking space, some kind of coaching and thinking space, and that relationship was ongoing for six and a half years, providing that supervision and doing. I did some board strategy days and some team development days at various points and there’d always been a bit of a joke. I was running a much larger service as an employee, um, and there was always a bit of a joke about, oh, when you’re going to come and work for us so I can retire, you know, I could hand over to you, and that conversation became more serious in 2015. And so that’s how I joined Amberley. So Amberley has been around for 20 years and I’ve been connected with the service for almost 17 of those, but employed in the leadership role for the last 10.

Kevin: 35:46

So that relationship with that particular woman uh, you know that that founder um was a, you know provided me with the opportunity that I, that I have today.

Kevin: 35:58

I wouldn’t be, I wouldn’t be in the role I mean now had I not had that, that working relationship. So it’s definitely significant, not always straightforward. I mean the idea. I mean that was a learning in itself, the idea of um, you know, helping to manage the transition of a founder, you know, leaving the thing that they have put their blood, sweat and tears into for a, for a decade, um, and that kind of handing over the service to somebody else, to kind of take it for a very complex process to have lived through, you know, not always easy and uh and learned a lot through that, but, um, but definitely a significant person, um, you know, I wouldn’t be here now without, without that opportunity, so I’m always mindful of that what’s become really uh clear in the expression of people who work in this space and in related endeavors is the role of supervision in, as you put it, providing some thinking space, that opportunity to reflect about the work, because if we’re not thinking about the work, then how are we practicing, is the question.

Colby: 37:11

You mentioned earlier the word containment quite a number of times and I was going to ask you about the kind of theories that particularly influence your practice. I’m very much of the view that the people who do well in this space, they can be quite a diverse group, but the one quality that I think really makes people stand out is that they’re good at containment. Yeah, some people are just naturally good containers, you know they’re just, they are, I think.

Kevin: 37:46

I think in terms of, um, I think there’s a responsibility to the children. And, if I was to use a slightly different perspective, these are paid for services, whether it’s delivered by the state or whether it’s delivered by a private sector organisation. It’s public sector money, it’s a state intervention when we’re looking after children. So I think there is a, I think there’s a moral and uh and an economic um, um responsibility. But to the children, um, they’re with us, not by choice, you know. They’re with us as a result of, you know, these significant early traumas and we owe it to them to work with them and alongside them in the best way that we possibly can.

Kevin: 38:41

And I think, in relation to therapeutic care, as opposed to any other descriptor and we may talk about that in a while it needs to be purposeful, it needs to be deliberate. So I think, the thing about the kind of the learning and the knowledge and what that might mean for containment, for people who are leading a shift if that’s the language that’s used or a registered manager or a senior manager we’ve got to understand the nature of the work on the ground and to play our role in the system to make sure that those young people and those staff are getting the maximum amount of support, relational opportunities and different inputs and supports to be able to, uh, help with healing and recovery. So so, yes, we, we could go along and do that in a very uninformed and just go with what’s natural, but loads of mistakes are going to be made and these young people deserve much better than that. So I think that’s, I think I think sophisticated. You know, having a more deliberate or sophisticated approach I think is absolutely essential, but then it’s a deliberate thing.

Colby: 40:22

Yes, it’s the intentional use of yourself, the intentional use of the self, and so there needs to be a guiding framework, um that so you, so that there is an understanding of the children, of the work of, of relate, the relational environment in which you’re working, so that, um, so that you can be intentional about it. And it needs to be the opportunity to stop and think about the work and how I approach it and use myself in a way that is reflective of good care standards and of the needs of the children.

Kevin: 41:10

I think it’s. What is the work? I mean children’s homes, you know I’ve spoken a little bit recently about which some people can find slightly controversial. These are not forever homes. These young people are coming to us at a point in their life where they need particular types of help. They’re only going to be with us for a relatively short period of time. Maybe that might be a couple of years or three or maybe a bit like, if we’re lucky. I mean, in the uk the average length of stay in residential care is getting shorter um, so it’s not forever, um, but whilst they’re with us it is their home, but it’s. It’s a special home where they’re there to get specific sorts of help from a diverse group of individuals.

Kevin: 42:05

So the purposefulness it’s. You know we can’t afford drift. We need to be clear on what are we doing, why are we doing it, how are we keeping it responsive? How is it responding to changing needs? I mean, I work with teenage boys and if they’re with us for three or four years, they’re growing up as young men, young adults. So their personalities evolve and are shaped by the people and the experiences that we provide. I mean that’s a. You know, I’m not a parent outside work and it’s interesting that I know I’ve spoken with, with family and colleagues along along the way. I think there is a there is a strong parenting motivation within me that gets satisfied through the nature of the work that I do.

Kevin: 42:54

Um, so, yeah, it’s strange when, when you know, when you have, like, a media presentation about children’s homes and and young people can then either be put into these polarised positions of being these poor victims that need to be looked after by the state, and if you start from that position, a whole load of assumptions can unfold or it’s a more demonised view about troublesome individuals that need to be managed away from society, and both of those positions are obviously unrealistic.

Kevin: 43:32

Um, but they, but they both then set up a set of assumptions at a societal level about what a children’s home is or what it’s for. Um, and, yeah, this idea about them not being forever homes. There’s nothing in my mind, there is nothing cold or unfeeling about that which would, which would be the kind of criticism, and quite the opposite, it’s a much more responsible um approach to say how can we make sure that these young people feel loved and welcomed and protected and encouraged and um enabled to flourish and given all the opportunities they can within the parameters of the time that we’ve got, with an understanding of their starting point when they arrive with us, with the application of theory and practice, so that by the time that they’re moving on they are healthier on all levels healthier, more rounded, more confident human beings to be able to go on and navigate life more successfully under their own steam. I mean, that’s the outcome from my perspective.

Colby: 44:46

I think yeah it’s not so controversial with me, kevin, I’ve been thinking a lot about the best way to use residential care, in a sense, because I do think it has strengths. It has really clear strengths in a number of areas. So, yeah, the idea is that we should be very much aware of those strengths and we should be very much aware of the populations of children and young people who can benefit from it. I’m interested to hear more about you know how you view residential care as, as compared with um, foster care, for example yeah, well, again across my career.

Kevin: 45:39

So again, this is where the understanding evolves over a career. So I now have a much more, a much clearer understanding of the um, the wider societal roles about um. You know economic policy for argument’s sake in a country and how that translates to the funding of services. So if we look in the in across my 30 years in the uk system, um, it’s moved from massive decline in public sector provision into the private sector and then that sector not very well managed, given that we’ve only got local authorities who are commissioning services. Then, if I look at the last 10 or 15 years in particular, because there are some extreme pressures in the UK, as there are in many systems, we’ve had 15 years of real cuts in public funding. So our local authorities, in terms of all of those early help, help for families, early intervention, youth clubs we had Sure Starts centers in the uk, a lot of these initiatives that were helping children and families to have the best start in life and ultimately reducing some of the numbers that would be coming into care they all got stripped away.

Kevin: 47:03

Um, at the same time we’re on a societal level. We’ve had real economic pressures, a more unstable labour market, a more unstable housing market, fuel pressures, et cetera, et cetera, et cetera. So all of the societal pressures that are going to drive demand into a kind of a looked after system have risen at the same time when a lot of those preventative and protective structures were being taken away. So it’s been a perfect storm. We’ve seen rise, rise, rise in terms of the numbers of of children and families coming into the system, um, and then it’s a bit of a crude analogy. But if, if we were to look at that a bit like a funnel in terms of, you know, greater numbers coming in um and greater complexity within that, where that kind of filters all the way through, um, you know you’re thinking we’ve now got a situation where about 90 percent of children who are in care are in foster-type settings in the UK, foster-type settings or sometimes kinship care, and about 10% in residential care.

Kevin: 48:18

But that line between, you know, the line between moving from fostering to residential care, has moved further down that funnel. So, you know, you’ve got young people who 20 years ago might have been in residential provision now absolutely in foster care, and a lot of that is driven by economics, not by practice, um, so fostering gets talked about like it’s a single thing, and of course it isn’t. It’s a spectrum of different types of provision. So we’ve got therapeutic foster placements and solo foster placements and you know those for siblings and so on and so forth. And then when you get to that point where you know if you’re a young person where the local authority is deciding that a family is not right for you, authority is deciding that a family is not right for you or quite often multiple foster families have been tried and failed and that and children need to go through that, sadly, before they’re able to start accessing the resources of residential care.

Colby: 49:22

That that’s um the line and distinction when that change is made has moved more and more as they kind of down that funnel, sorry, there’s something that you just said there that I want to just jump in on because I think it’s really important to hear more about and talk more about you. You mentioned that some it’s almost as if some children have to go through a succession of foster placements before they get they. They end up in residential care. Yeah, yeah, and and it can’t be really understated what the impact on the children is of those, those successive breakdowns in foster placements before they Multiple rejections yeah.

Colby: 50:12

And that also then feeds into this idea of residential care being an option of last resort, last resort, and I wonder what you thought of that. I wonder what you think about this idea of it being an option of last resort.

Kevin: 50:29

Yeah, I mean that’s been the kind of narrative in the background across pretty much the entirety of my career. You see it at policy level. I mean we just had in the UK a couple of years ago we had a big independent inquiry into children’s social care by Josh McAllister, who’s now an MP, kind of putting forward a number of reforms, and it was interesting in that in terms of who they spoke to and what the kind of narrative was guiding that kind of that kind of inquiry, because residential care was hardly even included in it. And you know, you look at it and think, well, yes, it’s a, it’s a relatively small part in terms of the numbers of young people, um, but they’re the young people who are the most diverse and they have the most, um, you know, complex lives in terms of competing needs and it’s also the highest cost interventions. It’s where the system is spending the most of its limited resources. And yeah, the whole narrative is almost about we don’t want it. I mean I get it.

Kevin: 51:47

When the Children Act was introduced, that kind of reinforced this idea of residential care as last resource.

Kevin: 51:53

And I I get it because you know, I absolutely subscribe the best place for a young person to grow is in their family or in a family setting where that’s possible.

Kevin: 52:04

Um, but the way our laws and our systems were created, it almost had a systems level thinking that was that’s what we should be focusing on at all costs.

Kevin: 52:22

And so, inevitably, residential care becomes, yeah, absolutely the end of the line. Care becomes, yeah, and absolutely the end of the line. So you end up with processes where children do need, you know, do end up having lots of failed placements and you kind of you sit there sometimes as a social worker and kind of think what, why is nobody, you know, in terms of the decision makers who were kind of managing this young person’s care planning, when the second family placement has failed? Where is the conversation that says maybe we should be trying something different rather than carrying on and trying another three or four or five? But then, you know, by the same token, I’m not in the position of sitting in those resource meetings where those local authorities are trying to manage. You know, you’d like to think that residential care would be used earlier and more purposefully to do the work in order to allow young people to move into family-type settings successfully.

Kevin: 53:41

And that definitely is what happens in some of the countries. I think some of the Scandinavian think some of the scandinavian models work like that, but their whole welfare system and how that’s funded is entirely different to a uk context. So we’ve had experiments in the uk when people have looked at um, you know, social pedagogy models from scandinavia or germany and tried to kind of bring them in and they haven’t really worked because the wider system around them isn’t geared up to embrace that way of working, because it’s like turning the UK system on its head and we’re not set up for that.

Colby: 54:21

It’s too culturally different, but it’s interesting. On this question of option of last resort and, by the way, I agree that there are compelling reasons for it to be the option of first resort, but the people who would keel over at their desks, of course, are the chief financial officers of the commissioning organisations, because you wonder whether it is expensive to do it. To do it compared to foster care, residential care, High cost.

Kevin: 54:58

Just to put it in language there I say you know, I make a distinction between something being high cost and something being expensive. High cost is realistic in terms of the amount of resource that needs to go in. I think something’s only expensive if you don’t get very much for your money, because there’s a conversation about the cost of things and about value for money and how you determine that. So they are absolutely high costs. There’s a sensitivity to that in the UK because we have examples of profiteering, which is something that’s become quite a you know, a political and a media element in the kind of wider narrative. That’s why my ears pricked in that language.

Colby: 55:43

Again, I think you raise a very, very good and very interesting point around and and that is around value for money and um, I want to get into talking to you, about talking with you a little bit about the heterogeneity of residential care, that it’s not all the same, just in the same way that not all families are the same and not all not all foster and and there and there seems to be a relentless pursuit to try and make and I’ve been part of it to try and make all care experiences as same as possible. But reality defies us. The reality is that there is always going to be diversity. But just getting back this idea of the option of last resort, but just getting back this idea of the option of last resort, I mean you do, I am turning my mind to whether that’s is it the option of last resort for financial reasons, or is it the option of last resort because it’s a lower standard of care?

Kevin: 56:49

No. What are your thoughts about?

Colby: 56:50

that.

Kevin: 56:51

Yeah, yeah, interesting point. I think the financial drive is very, very significant within that and, as I say, over an extended period of time when the financial imperatives for local authorities have changed in points, when they’re under dire cuts, that financial motivation becomes much more to the fore. But I think, before that, I think, going back to the comments I made about the Children Act, I think there’s something rooted in our systems thinking, in our cultural thoughts about, you know, what is the proper place for children to be brought up in, what is the environment? So this idea of the family and the family home and for children to grow up in that environment, and what we might think of as ideas of normality and childhood and so on and so forth, there’s something deeply ingrained at a cultural and systems level, and even in terms of our legislative framework. That means that we are prioritising family and in many instances I absolutely agree with that, you know, I completely agree with that. But I think that needs to be balanced with and, yes, and sometimes a family has been the place where trauma has been created to such an extent that that young person needs something different for a period of time, to such an extent that that young person needs something different for a period of time.

Kevin: 58:30

When we go back to kind of you know, thinkers and writers, somebody whose work is absolutely as relevant now as the day that it was written, adrian Ward, who was writing back in the 1980s about, you know, leadership and and residential care, and in relation to therapeutic care he was well, residential care. He was kind of saying, well, if it’s not therapeutic, what is it? And I think he was speaking to a point that I I certainly make loud and clear now when we look at the profile of need of young people who are being referred into residential services in the UK I’m sure this is true elsewhere. By definition, by default, those young people come with significant underpinning trauma needs in all kinds of ways that express themselves in all kinds of risks and behaviors. So so all residential care must surely be therapeutic and planned and purposeful. How can it be anything else, like I, given the nature of the task.

Kevin: 59:43

But then that’s where there’s a disconnect. When you look at the way that um, and there are some changes emerging in the UK, but broadly speaking for a long time, when you look at the way local authorities describe, specify, commission, purchase residential care, standard places and and and core provision and and somehow other things are then enhanced and bolted on, like the. There’s a, there’s a. There’s a difference in thinking um, and I think some of that is informed by procurement and commissioning language rather than about social work language. I think it’s two different mechanisms trying to talk about the same thing in the middle, um, but we are, we are definitely beginning to see some change there.

Kevin: 1:00:41

I think um and that goes back to this idea that you know, children’s homes need to come in all different shapes and sizes, both in terms of their locations, the size of the building. Are they going to be single gender or mixed gender? There are definitely different cohorts of needs for young people, some of which can be clustered together and overlap, some of which you need to work quite distinctly with, and a good example I give to bring that to light. I mean, we’re in amberley, we’re working, um, in a psychodynamic group therapeutic community. So it’s unusual, um, in the uk residential settings where we have up to 19 boys, uh, on one of our sites and one of our communities in two buildings and up to 13 boys in the other.

Kevin: 1:01:34

Now, most children’s homes in the UK are two or three, maybe four places, so they’re unusual in their size and we work with a very specific cohort of young people. So we’re very clear who we don’t work with, our environment and that operating model of using the power of a group and using relational practice in that context would not work for certain types of risk profile um. And yet we’ve got the mulberry bush school, which is a very, very long established, you know well-renowned therapeutic community. So they operate to the same set of therapeutic standards that we do, but they have. They’re working with primary age children whereas I’m working with teenagers, and they have a campus model of five small homes around a school, all on one site. Now, same set of standards, same psychodynamic thinking, a lot of the same structures and practices, but the but the way that is delivered in the day-to-day um and some of the kind of the theories and structures, like their approach to assessment, for example, and intervention is rooted in the needs of younger children. So it’s a way of having the same framework of practice in terms of governance, but the methodology that you’re then hanging on to that framework is bespoke to the nature of the children that you’re working with, and I think that speaks to this idea that we need diversity of provision.

Kevin: 1:03:17

You can have some standard frameworks to help create some common language, but that allows local authorities when they’re more confident in engaging with that. It allows local authorities to be able to make more of a comparison between apples and pears, because if they think that residential care is all the same and they’re presented with a plethora of models and descriptions and acronyms and the reality is, is that some of those are robust, some of those are well-meaning but maybe a bit thin. Some of them are just marketing BS. I mean, that’s that’s the reality of the kind of diverse system that we have in the UK and local authorities are in a really difficult position in terms of how to navigate that and knowing what questions to ask. So you have a real experience on the ground of.

Kevin: 1:04:12

You know, they know the quality services they’re working with. They also are in their hamstrung at the moment because there isn’t enough provision. You know volume coming through the door is huge, complexity is huge. They haven’t got access to enough diverse services that meet need. So there’s all kinds of failing arrangements um, you know, unsatisfactory arrangements for children, um, overly expensive, certainly not delivering value for money. You know we’ve got, we’ve got a lot of that, uh, in our system in the uk, but it’s, but it’s not the whole by any stretch of the imagination. But where it would have been a frayed edge to our system maybe a decade ago, those are now big tears.

Colby: 1:05:05

But there are some challenges. It’s definitely expanding, there’s no question. No question.

Kevin: 1:05:09

You know it’s definitely. It’s definitely expanding. Yeah, there’s no question. Yeah, no question. And now we, we’re now beginning to see the kind of over the last, you know, I’d say the last half a dozen years maybe we’re beginning to see an increasing focus now on wanting more diversity, focusing more on practice. Therapeutic community standards, therapeutic child care standards they’ve always been around, but now they’re starting to be rediscovered and re-engaged with, which is it’s great. It’s also a little bit frustrating at the same time, because there’s been lots of people and lots of government reports over the years that have been pointing to these things, but somehow the system just wasn’t in a place to be able to make that shift. So there’s still a lot of work to go, but there’s definitely promising green sheets.

Colby: 1:06:00

Well, listen, kevin, it’s been an absolute pleasure to speak to you about these issues related to the work. I feel like, just kind of, this is a bit of a press pause, because there are some things that already that I’d like you know. Time permitting, I would like to follow up with you and, if you’re game, I’d love to have you back, you know, in in a little while on the podcast. But thank you for for making the time and um contributing, uh, to what’s been, for me, quite a very enjoyable and, uh, informative conversation well, no, thank you so much.

Kevin: 1:06:43

I mean, it’s been, it’s been looking to spend time with you and, yeah, I, I, you know I’ve happily unpack, unpack more of these issues in more detail, I suppose by way of apology. Uh, you know, you know, sometimes, um, the ideas link from one to another and maybe some of these points could have been put across more, more succinctly for you. Um, but no, I really really appreciate the opportunity to, to speak to you this morning and I hope that you know, viewers and listeners find, uh, find, some of that interesting and helpful.

Thanks, kevin.

Building Hope: Lighthouse Foundation’s Legacy of Love

The Lighthouse Foundation: Transforming Youth Homelessness Through Relationships and Community

In a world where vulnerable children and youth often fall through the cracks of support systems, the Lighthouse Foundation stands as a beacon of hope. Founded 33 years ago by Susan Barton AM, this Australian organisation has pioneered a therapeutic approach to youth homelessness that focuses on healing through relationships, community involvement, and long-term support.

Susan’s journey began over four decades ago when a life-changing experience in Sri Lanka opened her eyes to the suffering of vulnerable children. Witnessing malnourished babies in dire conditions prompted a profound personal transformation. Upon returning to Australia, Susan discovered that while Australian children weren’t dying of severe malnutrition, they faced different challenges, with youth suicide rates among the highest in the Western world. This realisation sparked her mission to create safe homes for homeless youth, beginning with fostering teenagers who had nowhere else to go.

What started as Susan opening her home to vulnerable young people evolved into a comprehensive therapeutic model. The Lighthouse model isn’t merely about providing shelter; it’s about creating healing communities where young people can form meaningful relationships and begin their journey to recovery. Their approach has yielded remarkable results, with 87% of young people leaving Lighthouse never returning to homelessness again, effectively breaking the cycle of intergenerational trauma.

Central to Lighthouse’s success is their understanding that relationships are the primary vehicle for healing. Their therapeutic residential care homes provide young people with consistent, emotionally available adults who don’t just “do to” but “be with” children and their families. The organisation supports young people up to 25 years of age—far beyond what most services offer—and continues relationships through their “On For Life” program, recognising that healing takes time and that young people need ongoing support, just as they would in a family environment.

The Lighthouse model incorporates several unique elements that distinguish it from traditional approaches. Community committees surround each home, creating a network of supportive adults who act as surrogate extended family. Regular reflective practice helps carers understand their own emotional responses and how these might impact their work with young people. Their psychosocial screening ensures that everyone in the organisation, from therapeutic carers to board members, aligns with their values and approaches.

Perhaps most revolutionary is their approach to birth families. Lighthouse understands that children who have been abused by their parents don’t stop loving their parents—they stop loving themselves. By working non-judgmentally with parents and involving them in their children’s healing journey, they honour the importance of family connection to identity and recovery. Their Young Parents and Babies Programme supports young parents to heal from their own childhood trauma while raising their children free from inherited emotional wounds, embodying their philosophy: “We care for the parents so they can care for their children.”

The Lighthouse Foundation demonstrates that therapeutic residential care can be a powerful intervention rather than a last resort. By focusing on relationships, community involvement, and long-term support, they provide a model that challenges traditional approaches to youth homelessness and offers hope for meaningful, lasting change.

You can listen to the podcast here:

You can watch here:

About Susan and Ben:

Susan Barton AM founded Lighthouse Foundation 33 years ago and has dedicated her life to helping the most vulnerable children and youth. Her mission is to change the way Australia looks at the issue of child and youth homelessness towards a more therapeutic approach where we create caring communities where all young people – from babies to young adults – can feel safe, form meaningful relationships, and begin their journey to recovery.

Susan has co-authored two books on childhood trauma, was awarded an Order of Australia for services to youth in Australia, was named Melburnian of the Year in 2009, and was inducted into the Victorian Honour Roll of Women for her significant achievements and contribution to the Victorian community, in 2012.

With over fifteen years of experience in therapeutic residential care, residential communities, and educational settings, Ben brings a wealth of understanding and passion to his role at Lighthouse Foundation.

Ben honed his reflective skills at Fairways, an award-winning children’s services charity in the UK. It was during his time there, that Ben encountered Therapeutic Residential Care for Children and Young People: An Attachment and Trauma Informed Model for Practice, written by Susan Barton, alongside Rudy Gonzalez and Patrick Tomlinson.

Inspired by the Lighthouse Foundation’s values and vision for high-quality care, Ben joined the organisation in 2018 as a Therapeutic Carer, supporting children, young people, young parents, and babies in need of a secure base.

In 2021, Ben became the Manager of Youth and Family Services; leading Lighthouse Foundation’s nine therapeutic residential care homes.

Related Podcast Interviews:

Adela Holmes

Listen here:

Watch here:

Kiran Modi

Listen here:

Watch here:

Transcript:

Colby: 0:01

Welcome to the Secure Start podcast.

Susan: 0:04

And children grow in the love of someone. If you can hold with them and stay with them during that really difficult time, they’ll usually find a little spark of hope and see it through and get out the other side. Every time we open a home in a community, we build a community committee around that home and the um. The importance of that is that they’ve got all these surrogate parents and brothers and sisters and aunts and uncles and there’s a really deep responsibility that I’m a conduit for the young people who can’t tell their story to those who don’t know their story.

Ben: 0:45

And we contract all our forensic carers to engage in reflective practice. Children have been abused by their parents. They don’t really stop loving their parents. They stop loving themselves and we really see parents as an integral part of their identity and their healing process. And that was all the child needed. Really. He didn’t need to affix, he just needed to be heard. We care for the parents so they can care for their children. When I was a child, playing was very terrifying because it it meant abuse. Um, you’ve, you’ve taught me how to play with my children, so she was very grateful for that.

Colby: 1:23

Welcome to the Secure Start podcast. I’m Colby Pearce, and joining me for this episode are two representatives of an Australian endeavour providing homes and therapeutic care to the young people who need it, where they need it and for as long as they need it. Before I introduce my guests, I’d just like to acknowledge the traditional custodians of the lands I’m coming to you from the Kaurna people of the Adelaide Plains and the continuing connection the living Kaurna people feel to land, waters, culture and community. I’d also like to pay my respects to their elders, past, present and emerging. My guests this episode are Susan Barton and Ben Pryke of Lighthouse Foundation.

Colby: 2:13

Susan Barton AM founded Lighthouse Foundation 33 years ago and has dedicated her life to helping the most vulnerable children and youth. Her mission is to change the way Australia looks at the issue vulnerable children and youth. Her mission is to change the way Australia looks at the issue of child and youth homelessness towards a more therapeutic approach where we create caring communities where all young people, from babies to young adults, can feel safe, form meaningful relationships and begin their journey to recovery. Susan has co-authored two books on childhood trauma, was awarded an Order of Australia for services to youth in Australia was named Melburnian of the Year in 2009 and was inducted into the Victorian Honor Roll of Women for her significant achievements and contribution to the Victorian community in 2012.

Colby: 3:09

With over 15 years of experience in therapeutic residential care, residential communities and educational settings, ben brings a wealth of understanding and passion to his role at Lighthouse Foundation. Ben honed his reflective skills at Fairways, an award-winning children’s services charity in the UK. It was during his time there that Ben encountered therapeutic residential care for children and young people, an attachment and trauma-informed model for practice written by Susan alongside Rudy Gonzalez and Patrick Tomlinson. Inspired by the Lighthouse Foundation’s values and vision for high quality care, ben joined the organisation in 2018 as a therapeutic carer, supporting children, young people, young parents and babies in need of a secure base. In 2021, ben became the Manager of Youth and Family Services, leading Lighthouse Foundation’s nine therapeutic residential care homes. Welcome, susan and Ben. Thanks, colby.

Ben: 4:23

Thank you, colby, thank you for having us.

Susan: 4:24

Can we acknowledge the traditional owners of our land, the Wurundjeri people, and thank them for the beautiful country we live in.

Ben: 4:34

Yeah, we pay respect to elders past, present and emerging and we extend that respect to Aboriginal children, young people and families who entrust lighthouses with their care.

Colby: 4:43

Yeah, well, thank you for that. Now, was there anything about either of those bios or anything that you would wish to add at this point?Susan: 4:53

I don’t know, I’ve placed over a bit of time.

Ben: 5:01

Oh God, would that add to the bio? No, I was thinking Colby. It made me think about, uh, the podcast you had with lisa cherry recently, I believe it was, and it reflected on being a parent. Um, so just to add, that’s our professional roles, but, um, I’m also a father and a husband and take those roles with the same level of seriousness and care that we give to Lighthouse Foundation young people.

Susan: 5:27

Yeah, okay, and if you want a more personal one, I have six grown-up children and 12 grandchildren, and I would like to push for a 13th if my kids are cooperative.

Colby: 5:42

Well done, that’s lovely. I know if you’ve listened to a couple of the other podcasts. It seems to be excruciating for some people to sit and listen to their bios. Yes, on the one hand, and on another hand, there it’s almost an opportunity to reflect on how much you’ve done across a career in this space, and we do spend a lot of time, I guess, focused very much on the task that is at hand, what’s right in front of us, and don’t always have the opportunity to sit back and reflect on the span of our activities. Yeah, so I thought I’d just get going by asking, perhaps starting with you, susan, if you could tell us a little bit about Lighthouse Foundation, the work that you do and perhaps even how you came to found Lighthouse Foundation all those years ago.

Susan: 6:52

Yeah, thanks, colby. Well, it’s a bit of a long story so I’ll try and encapsulate it very succinctly, but I actually started probably 43 years ago. But I actually started probably 43 years ago showing my age, and I happened to. A group of Australians were supporting a project over in Vietnam, and then there was the fall of Vietnam. So we had to refocus somewhere else with our wish to make a difference, and that place ended up being Sri Lanka, and we found out in Sri Lanka they needed a nurse to help and set up a nutritional crèche for all abandoned children, and so we sent money over and the French nurse was employed, and then she arrived and realised there was such an enormous task to set up. She put out an SOS to the global community for anyone that might be able to come and help her, and so I’d never been out of partly my suburb, let alone my country, before, and I strangely put my hand up and found myself over in Sri Lanka.

Susan: 8:07

My mum was minding my two sons and I thought it was going to be a very short stint and it ended up being a little bit more elongated. But what happened there was she asked me to take a really sick baby to the infectious diseases hospital. While I was there I noticed a severely malnourished baby with abscess, scabies and flies sucking on it. I was just stunned that that would happen to children, because that doesn’t happen in our country. And I in that time also saw many babies languishing in cots three at a time in excrement, and it so shocked me that that happened in my world. And I looked at myself and I wondered couldn’t I be doing more about this and shouldn’t I be doing more about this? And who was I as a human being that was allowing this to happen? And I was looking at it and had no power to intervene. And I found out that one of those little babies died and I came back to Australia a really different girl, one that knew that I couldn’t live in the world and see that going on in my watch and do nothing about it.

Susan: 9:32

And I knew then that I needed to find out more about myself and what was holding me back. And I started then looking at what was happening in Australia around homelessness and realised, although our children weren’t dying of severe malnutrition, we had one of the highest suicide rates in the Western world. And that stunned me and I thought but I love teenagers so much and I guess that was a seed that germinated and to the point where I thought, oh, I can foster children. And I found out that kids over 16 that didn’t have money attached to them was so easy to be fostered. You know, they’re almost pushed at you and before I knew it I had a home full of children. It started with a little Aboriginal sibling group and then it grew to having including my own children. I had 16 kids living with me and was looking at fostering another one and went oh my god, I’ve run out of bedrooms. And when I started eyeing off the bath and thinking I could put a mattress in there, I knew that I was stepping out of what I was doing, which was loving these children, to really setting up another orphanage.

Susan: 10:54

And at the same time I happened to my cousin, thought I needed help and sent me to a course called Money Anew, run by Robert Kiyosaki, who wrote the book Dad, rich Dad, poor Dad, and If you Want To Be Rich and Happy, don’t Go To School. And that kind of sung to my heart a little bit, because I’d only gone to year 10 and my stepfather then pushed me out into the workforce before I was ready, and so going to that course changed my life. He taught me about the processional effect. You know, the honey doesn’t really know what they’re doing, they’re just going from tree to tree, but it makes honey, and so if you’re on course, what you’re meant to be here on the planet to do the rest falls into place. He taught me about policies and procedures and, most importantly, he taught me about franchising. He said so you need to do what you’re doing. That is having such a strong outcome compared to the system that you need to duplicate that. Well, I thought he was mad and I thought, oh, how am I ever going to do that?

Susan: 12:08

And at the time we got some funding from one of our philanthropy supporters and they paid for a psychologist to come on board.

Susan: 12:20

And so Dr Sarah Crome, our first psychologist, followed me around for a year and looked at what I was doing organically with the young people, which is really just loving them so much.

Susan: 12:32

And my measurement was how much I love my own children and I’m so territorial about my kids. You don’t come. I say you don’t fuck with my kids or you deal with me. That’s how you know kind of territorial I am, and it was my measurement to know if I was doing the best job I could is to measure my love for them against that of my children and to make sure I kept working on that until I did that. And Sarah Chrome really was the first person that put all that I was doing into a framework that had a psychological underpinning and references to it, and really it was just attachment and relationships, loving and object relations, and so that was really. The rest is history. We went from there to having an independent report done just a couple of years ago that 87% of our young people leaving us never into homelessness again and changes the trajectory of intergenerational trauma.

Colby: 13:42

Wow, that’s wonderful. What an inspirational story. And Ben or Susan, one of you, I wonder if you’d like to just kind of expand a bit on what the Lighthouse Foundation is doing at this time, what their services encompass? Yeah, thank you.

Ben: 13:59

Cobby, certainly so. Ultimately, lighthouse Foundation is a trauma informed organisation that supports children, young people and families here in Victoria, australia. Our key modalities of healing are through relationship. We support with caretakers who don’t do too, but be with children and their families. And, as Susan explained, time is a critical component to healing to allow deeply ingrained expectations of people and self to change. It can be very slow but deeply meaningful work. I believe we provide a sense of belonging. The community helps young people to feel safe and accepted and part of something meaningful. We’re purposeful with intention. We respond with empathy and understanding that you know.

Ben: 14:47

Children, young people, may have had a bad experience, but they’re not bad people and through season susan’s vision and values, we we believe in you and we put great thought into everything we do.

Ben: 14:59

I’m privileged to work alongside young people and carers in our therapeutic residential care homes. So we have a Young Women’s Freedom Programme which supports young women who are survivors of forced marriage and modern slavery. We provide them a safe therapeutic environment to heal. A Young Parents and Babies Programme which core aim is to support young parents to heal from their own childhood trauma in the hope that they can raise babies free from those inherited emotional wounds and we support young people who’ve often experienced complex trauma, who are unable to live with their biological families currently, and we support them up to 25 years of age within therapeutic residential care homes, which is a different experience to many organisations who are kind of maybe forced to stop providing care at 18. We continue to provide care to 25 and actually much longer through our on for life program and sense of belonging so our on for life is really important to us and probably what sets us apart.

Susan: 16:03

Um, we we were, because we didn’t at the time get any recurrent funding. We were able to create Lighthouse, really in the way we thought was best practice for young people, and really we looked at what families do. It’s a family system and you know my kids, god, they come back when they’re 40. I don’t think I’ll ever get rid of them. You know, with six of them, there’s always someone at home or someone that needs moving or someone that’s broken, their washing machine’s broken down or all the sorts of machinations of what a real family is.

Susan: 16:42

And exactly like our young people, some of our young people now on our Alan for Life program are in their early 50s and it’s such a joy for us to see them coming back, even if it’s because of relationships broken down. How, you know, we can walk beside them to help them, give the time and space for them to think and see what their next steps are, but also to celebrate with them when their child’s growing up and getting married themselves or having a child or um, you know, we’ve got a couple of our kids that are millionaires now and and then we’ve got other kids that have got, you know, know mental health issues, but we see them shortening the time each time they have a whoopsie. The next time they’ve learned something. So the time to get back on their feet and get going again is shorter and shorter each time. So it’s really, like Ben said, a privilege to walk beside them and sharing that joy of their parenting and breaking that cycle.

Colby: 17:50

You said something very interesting in a couple of spots in there, susan Talking. Initially you were saying how, if you’re kind of doing what you’re meant to be doing on the planet, the money tends to follow. And you’re not the first kind of founder who I’ve had on the podcast who’s said something very similar to that. If not, you know the same, maybe with some slightly different words. And I always, I mean mean, in my own practice, I’ve always followed the motto that you, you just make sure you provide a good service and uh, and money follows. It doesn’t always. It can be a bit of a bumpy ride at times, it doesn’t always follow like that, but but overall, um, it does, um, yeah, and then you and then I think, if I understood you correctly, you were, you were kind of saying um, because you didn’t have recurrent funding from, I guess, from um government funding bodies you were able to create a service based more on what you thought a service should look like in this space. You weren’t constrained by funding bodies and their requirements.

Susan: 19:15

No, I wasn’t constrained by the quantitative exercises it might be, it was more qualitative for me, but I also always did it alongside a psychologist, either clinical or community, who understood what I was getting at and could always relate it back to a framework so that it had real rigour to it.

Susan: 19:43

And I think that was probably, know, really important for me, that, you know I wasn’t just going off going doing, oh well, I’ll just love every child, and that’s what we do, but also that it had had something to um, harness to, that was of value in the community and I guess hence the book.

Susan: 20:06

You know we’ve had some fabulous psychologists I mean I shouldn’t name any because then I’ll get stuck but Dr Sarah Crome in the beginning, you know, rudy Gonzalez and Taimur Hussain had a real influence on the place. Laura Petrie, ben beside me, simon, who is our CEO, and I think you’ve had on before Simon Benjamin they’re all people that played a large role in bringing forward everything they know and adding to it. So it’s not a static organisation. We keep learning and growing and as we branch out to different um I guess for one of the better word young people or cohorts as some people call them um, we have to change and grow and think more and think differently. So I think that’s also important that we can then relate it back to well, how does that have an underpinning with a psychological framework?

Colby: 21:09

Yeah, and you referred to attachment theory and being one of those significant frameworks. Yes, yeah.

Susan: 21:17

Yeah, well, I used to call it love and I get myself into trouble all the time, so it’s much better to say attachment.

Susan: 21:24

But it’s really about a relationship and children grow in the love of someone. You know, I think it was Chilton Pierce that said it only takes one person to love a child and they’ll usually make it through and that’s always been my experience, even young people that are suicidal. You know, if you can hold with them and stay with them during that really difficult time, they’ll usually find a little spark of hope and see it through and get out the other side. So I always see us as a containment. You know, a great big glass bowl of holding and the young people, you know a great big glass bowl of holding and the young people, you know, grow and learn in that until they’re ready to do their interdependent living, you know, outside that containment area. So for us it’s about giving them the opportunity and the time, as Ben said, to grow and learn and have hope. You know, and I think if you can find a spark of hope for them, that’s really what will. You know, see them through, and that’s love and attachment.

Colby: 22:36

And, I think, especially suicidal young people. You know having that experience of being a person of worth. When you love a young person, their experience of that is that I am an adequate, worthy person. Yeah, and young people, indeed everyone who has a healthy sense of their own worth, or has at least some semblance of a healthy sense of their own worth, or has at least some semblance of a healthy sense of self-worth, do tend to make better decisions for themselves in their life. Going forwards, ben, I want to go over to you because we kind of skipped past you a little bit, but you have an accent. You started your career in the UK. How did you come to be working in this space?

Ben: 23:31

Yeah, thank you, colby. Yeah, that’s correct. Yeah, so I actually started off in play in primary schools. I couldn’t believe my luck when I was offered the chance to be paid to play football. It wasn’t quite the Premier League but I was having a great time in primary schools, great joy alongside the children, and it was one of the head teacher there saw my kind of ability to be with children and help co-regulate I wasn’t quite sure of that terminology at the time. She invited me to work in the primary school and support children.

Ben: 24:18

At the time it was in the UK, there were music professionals who had social, emotional, behavioral difficulties and social, emotional, behavioral made sense to me. The social experience of where the trauma may come from. Then the emotional impact. Then we see that through behaviour and I was unsure on the difficulty part, like maybe difficulty for the young person but certainly difficult for the school to tolerate and accept as well. And it was in the school environment. A wonderful school and a wonderful head teacher who was really focused on community, would integrate families. They would have alternative educational on a Friday, cooking and play experiences.

Ben: 25:00

But I saw a young child steal food from a lunchbox during. I think she’d excused herself from the class and I witnessed that and I saw a teacher and I saw that experience and I thought, oh, clearly the child’s hungry, maybe they need some food or have not had breakfast or I’m not sure what’s happening in their home life. I saw a teacher come out and I expected them to provide that level of care but instead they shouted at the child for stealing and it just didn’t make sense to me and it just didn’t make sense to me and I thought I think I need to work in an environment, more in a home setting really. So I found myself working in a 20-bed residential care community setting. There was three homes on site. It’s like a developmental process where the children would move through homes on site. It’s like a developmental process where the children would move through.

Ben: 26:01

We had a school in the middle, mechanics, um vegetable patch and you’d live there for a week alongside the young people. Then you’d have a week off and that really gave me an experience of the importance of relationship and containment and living alongside that, what that can offer. And it’s a beautiful setting, not too dissimilar to Hurstbridge farm, like adela holmes spoke about, but there wasn’t the systemic levels of holding for staff to process, being that close to uh, expressions of trauma, and I noticed I was starting to get quite physical symptoms of back pain, um, which I thought was from a, an injury, um, but had a, had an MRI scan and, um, there was nothing physically wrong. So it got me thinking about, um, the unconscious, really, um.

Ben: 26:47

I moved to another organization called Fairways and there was a mentor there called Michael Crutchley, who was a mental health nurse, um, and we go out and ride our motorbikes together and each share stories with me about high quality forensic residential care, which included, uh, the book that susan rudy and patrick um published, and, and we also spoke a lot about pepper harrow, which was so interesting. But richard rollinson was on there and had a community, had decision-making together and involvement, and I believe that the only this is my interpretation the only kind of expectation is that you came to a community meeting every day and ruptures were repaired. So, after reading the book that Susan had published, I convinced my I was assistant manager at the time at Fairways and convinced my wife to quit our jobs and fly to Australia, and I was lucky enough to become a therapeutic carer in 2018 at Lighthouse Foundation.

Colby: 27:48

Wow. Well, that’s an incredible story as well. Thank you, ben, and we’ve obviously had a bit of a chat before this podcast, you and I, ben, so I’ll come to a couple of things from that, but I couldn’t, I couldn’t leave behind. Move on. I guess, before just going back to something that you were saying, susan, about in in the correct parlance it would be after care, but the decision that has been taken by Lighthouse to continue to provide support, direct support, right through to 25 and indeed subsequent support it reminded me a lot of what Kieran Modi, who was on the podcast from Udayan Care, was talking about in terms of they support through to 25, and then they have alumni and she does a lot of work, or her organisation does a lot of work in terms of supporting care leavers. It was also mentioned by the Livramento people in Portugal, but if you can just tell us a little bit more of your thoughts behind how, I guess how Lighthouse went in that direction of supporting young people beyond 18.

Susan: 29:15

Funnily enough, I’ve been over to Kira Modi’s place and she’s been over here, probably about eight years ago, to look at what we were doing, and we talked about the importance of On For Life and having a psychologist with your team to make sure that the frameworks, to make sure that the frameworks keep evolving. And our book’s been translated into Portuguese and Japanese, so now I know the link, which is good. But for me it was really again modelled on the way I cared for my young people. And you don’t stop being a mother and a parent just because they’re moved out people. And you don’t stop being a mother and a parent just because they’ve moved out. In fact, they’re at age 16, 18, 20. Even if they’ve come from a really good enough family life, they still aren’t always quite ready to do it alone. They always need an attachment or that umbilical call that brings them back to ask questions or check in and all that sort of thing. And so it was really important for me for us to develop that against a lot of pushback at the time, not so much at Lighthouse but with the system. You know the Australian system and how they operated but I was determined that we were going to do that, and so we just pressed on.

Susan: 30:40

But we also developed from there our community committees, because I think young people need not just their mum and dad or one parent, they also need a network of people, like you do when you come up in a family, you know you’ve got your school parents and your parents have got friends, and so you become part of a strong, resilient group, and so I wanted to build that for the young people.

Susan: 31:12

So another unique thing about Lighthouse is every time we open a home in a community, we build a community committee around that home, and the importance of that is that they’ve got all these surrogate parents and brothers and sisters and aunts and uncles and what I call corporate parenting, where everyone can take some responsibility for caring and nurturing and developing these young people.

Susan: 31:43

So on the community committee there might be a school teacher or a policeman or a person that’s lost a child to suicide or the local I call it the butcher, the baker, the candlestick maker and they all come together to parent that child. And it’s just been quite amazing really, some of the things. Some of them have become foster parents of a 16 or 17-year-old and said well, before they transit into, you know the community. Why don’t they come to live with me for a year or two and let them see parenting as we do it? So when they become parents they’ll have learnt something. So they’ve all you know there’s been some amazing stories of people. I keep saying I’d love to write a book about all the people that have been part of those community committees, that have got stories of their own and what brought them to help me parent these young people.

Colby: 32:43

That’s remarkable, and how do you access them, susan?

Susan: 32:50

Again that processional effect. I just go out and tell the story, anybody that reaches in or anyone that donates, even if it’s a dollar, to me they are the king and queen of the place. If it’s a dollar or if it’s a million dollars, I love them all the same because all that helps. But going to Rotary meetings I’m a Rotarian myself going to talks at corporates, just I say yes to everything because I think I was saying to you at the beginning, there’s a really deep responsibility that I’m a conduit for the young people who can’t tell their story to those who don’t know their story, and if I can share part of their story with their, okay, then most Australians want to help in some way. I’ve just got to provide that pathway for them to be able to do that.

Susan: 33:49

And everyone’s pathway is different. Some don’t want to have any contact with the young people. Others want to be right in there and helping the house and doing a barbecue every week, or you know things like that contact with the young people. Others want to be right in there and helping the house and doing a barbecue every week, or you know things like that. So just finding unpacking what it is they want to do to help this young person. An example might be the ANZ in August are putting on a big Diwali event and there’ll be thousands of people all doing Indian and Sri Lankan dancing, and that funding will come to Lighthouse and we’ll be able to promote and tell our story there. So I’m not just telling it for the day, but there’ll be people there that then want to do workplace giving and donate $5 a month, you know and so they become a surrogate parent in their own way.

Colby: 34:39

So there’s all sorts of ways you can parent, I believe, and so we just have to find that in each person that comes forward again, it reminds me of the work that Kieran and Udain Care are doing as well, the way the, the way in which they use volunteers in their model of care. And you know, I just highlight the similarity between the two to make the point that it is possible to one access people who are concerned and committed and really want to be part of facilitating better life outcomes for children and young people in need, and there are really positive ways to utilise those people for the benefit of the young people.

Susan: 35:35

Yeah, and just on that. I think the important thing to then remember is that the level of support and screening you give and so we do psychosocial screening, and to me that’s a real key to keeping the organisation safe, just to mention that, yeah.

Ben: 35:56

Yeah, yeah, yeah, yeah, and that’s a really important integral function of the forensic care we offer. So we don’t really ask of young people what they’re not willing to do for ourselves, and a psychosocial screen really allows us to understand people’s unconscious motivations to be in the work. Do they have a reflective capacity, emotional capacity and are they willing to ask for help, which we think is a really important component? Some of the committee members we have a chair of our Young Women’s Freedom Programme who I believe has been 14 years but before her her brother looked after it for about five and then all her family are involved.

Susan: 36:34

So it’s like her home and I’ve almost got to put my hand up to see if I want to tiptoe in. And there’s Rolf Tedisco, who’s an immigrant from Italy. He wanted to open a home. I said, oh, the governance around it. Rolf is so overwhelming, why don’t you do it under our umbrella? So he’s got the Springvale home who takes care of most of our really pointy and young people and he’s proud as punch and he’s been with that probably 25 years now, you know. And so when people come in, their loyalty and long-term commitment is probably what we look for, and honour in those people and the emotional intelligence of our staff really is what we look forward to that warmth and humanistic qualities.

Ben: 37:25

Yeah, it’s interesting. I’m sorry, colby.

Colby: 37:27

No, I was just going to you first, because people want to hear more of you and less of me.

Ben: 37:34

I was going to say that chair I was speaking about uh katherine. She’s also on our care subcommittee, um, so the the openness of communication goes throughout the organization. So she’s there to uh hear stories, share stories of the young people, what she sees, and provide a voice to the ceo and the care subcommittee. Members of the board, just to help us keep on track really and monitor for drift.

Colby: 38:02

Yeah, yeah, well, that, yeah, it’s interesting. It seems to be an opportune point to bring in that, and I have flagged this with you that we’ve started a little an aspect of the podcast where we get the previous guest to think of a question to ask the next guest on the podcast, and so I’ll be making, or have made public, patricia Sheridan from the Moore Group’s podcast today. Now, the question that she put to me, apart from she wished me to pass on her best wishes to you and your organisation, what really was around this issue of fidelity, which I think you’re starting to touch on in what you’re saying now, ensure that the carers that you have in the organisation remain aligned with the values of the organisation.

Ben: 39:07

Yeah, thank you, colby. Well, I think the psychosocial screen is a fundamental component of that. I think it sends a real clear message to therapeutic carers and it’s not just carers, everyone amongst the agency. I think it sends a real clear message to therapeutic carers and it’s not just carers, everyone amongst the agency. I think Simon spoke about that. We expect the same from our finance team and our marketing team that the primary task is the children and young people. So we’re interconnected to make sure that we remain focused to the quality care of children and young people. And the psychosocial screen sets us apart there. I believe you know it’s communicating to young people, to carers. We take this work seriously, um, and with kindness. Uh, so if you enter lighthouse, that’s the expectation a deep level of thought and care, um, I’m happy to share a little bit about my own experience of psychosocial screen, where I’d said to Andrew, who was the manager of clinical services at the time, I said, oh, I’ve done something similar to like this before at Fairways.

Ben: 40:11

It was a print profile, because they ask you what do you think your unconscious motivations may be? And this was, you know, was seven, eight years ago. I hadn’t done as much internal work or thinking at the time and I said, oh, it said I had a desire to feel special. And he said, oh, why do you think that’s where that’s come from, ben, and I wasn’t aware at that time that I am. Now I said, oh, I’m not sure, it’s just a test. And he said, oh well, lighthouse, we encourage you to think into those parts of yourself. And that’s really important actually, because as a therapy carer, I need to be aware of my own emotional availabilities and what might light me up to make sure that doesn’t impact the work of the children and they remain focused. So I mean, that’s an important, a really important part of my learning. Really, we’re a learning organization.

Colby: 41:07

It expects deep, deep thought and I think all my podcast guests, who are representatives of well-respected and, I guess, successful however you might define that have talked about the need for fidelity, the need for alignment through the whole organisation. Simon talked about Simon, benjamin talked about. You know what we do with the kids? We do with everyone in the organisation. There’s that alignment all the way through.

Susan: 41:45

And particularly, you know it has to be the board included. And to get you know a whole lot of professional people to talk about their feelings is hilarious. However, we’ve managed to hold on to that probably more challenging aspect of it. But it’s really interesting that once people get into the habit of it, after three or four months they actually they’re the ones calling for it. They actually they’re the ones calling for it and there’s something intangible about the warmth and connectedness you get from sharing your feelings at a board level that they feel and take away with it. It’s actually they don’t want to leave the board and we have board members 12, 14 years.

Susan: 42:38

You know that long-term loyalty, which is fabulous, I know, from a governance perspective, they like changing you. You know there’s three year on three year, but there’s something to be said for. You know, having those grandparents around as well as new blood staying on board and holding the culture throughout and having that emotional intelligence and then having to share the journey alongside the young people in that way that they’ve got to do the same practices, I think holds us all together. And when you do get wobbly because there’s always times no matter how great you are, you know you have different leadership and different people coming into the organisation and you grow wider and so you’ve got to make sure even more that you hold tight to those. You know different practices that we have and hold them dearly.

Ben: 43:40

Now I can speak to that a bit more, colby, if you like, because, as we spoke about, the model of care has kind of evolved and adapted. It’s like a living thing and it’s kind of since Susan and Patrick and Rudy, yeah, it kind of developed the model. It was co-designed, youdesigned with Patrick Tomlinson, which I think was really important because it shows a level of involvement and ownership for the organisation, and since then it’s kind of evolved to four key domains really, which is the home, a home environment where you want to provide a secondary care experience where the home is a warm, beautiful home. That is maybe different to what our children and young people have experienced of feeling worthy. We have young people interventions, so that could be a daily, weekly and monthly intervention. So we have daily reflections that the carers are involved in. We have weekly one-to-one times where the carer or the psychologist are solely available for the child for that time, whether they wish to step in or not. We will hold that space and that’s the same for the carers.

Ben: 44:46

We have weekly clinical and operational supervision, depending on the program and the level of need required for those children. That may be fortnightly of program and the level of need required for those children. That may be fortnightly, um, but I’ve recently gone weekly, uh, and so has the clinician in in the focus of central care program. So we’re trying to um step in early, really, before feelings get too big for staff, um, and understanding young people. When you say it out loud, an hour a week, there’s only 52 hours, you know. A year it’s not actually very much, but people seem to think that’s too long to sit and be with, yeah, and then, as I said, we have community, which is an important component as well, and we contract all our prognostic carers to engage in reflective practice. So you can’t extend the clear communication, communication really. Now, if you want to be part of this organization and care for young people, we expect that practice of you, um, and I can share an example from this week, if that’s of helpful around focus on feeling and how that supports, uh, our understanding of children, young people go ahead, yeah.

Ben: 45:57

So we’ve just recently opened a new Fremont residential care home, so the young person has recently returned to the area, which can be quite scary. We believe it to be of great benefit to be closer to family and we’re hoping to interconnect in with family and bring them into the residential care home, but ultimately still a scary experience to leave people that you’ve, you know, the safety of their old residential care home in those relationships, to come to somewhere new. And we had a phone call on the weekend where the young person had asked I’m out with my friends, can you come and pick me up? And then he he said, oh, I have a weapon. And I was unsure, you know, did he have a weapon or was he just feeling very unsafe? Because I’d read in the referral previously that when he changed homes before you know, he was found with a weapon on him or seemed to have a weapon, we believe, communicating this feeling of unsafe. So the group really took it serious. Um, and I spoke to the carers directly on the on the uh in the home and they said no, benny, it sounded like um, he didn’t sound like he was joking. We need to take him seriously, which we did, you know. We enacted a process to go up and make sure he was safe and our carers were safe and brought him home and he fell asleep in the lounge and they put a blanket over him.

Ben: 47:18

Um, and then I still attend the reflective practice space alongside the carers, uh, fortnightly in in the home, um, and they were speaking about a razor. They were saying, oh, we’ve seen that, we’ve noticed the razor in the shower and it was getting quite big for them, the razor. They were saying, um, you know, he’s moving into adolescence. It’s quite an important part of development. It’s something you sometimes do with your own father. And then they say, but we want everyone to be safe.

Ben: 47:46

And then they were coming up with a uh, an intervention of like well, maybe you know, we could get a lock box and he can have a key and we can have a key and we can lock it up. And I, we’ve asked him to focus on the feeling. What is the feeling that the razor has given you? And it’s one of um. You’re feeling quite unsafe and scared, and that gave us an insight into how he may be feeling in his world.

Ben: 48:08

Where we hadn’t focused on the feeling, you could see how that, you know, intervention of the razor could really escalate.Ben: 48:14

But that wasn’t the case.

Ben: 48:15

We were able to bring in one person, brought in the feeling of um, how he may have felt like a black sheep of the family was his words many years ago, another one was able to hold on to like the empathy and hope, um, and then so the group could hold that and tolerate that distress, um to respond with empathy.

Ben: 48:34

So when he called a couple of days later and said, you know, started to give him and his friends started to give the character a bit of grief, ultimately, on the phone they were able to say, oh yeah, if Billy’s there, let him know we’re thinking about him and we care about him, which was a really important message not just to him but also to his friends. There’s adults out there who show you care and think about you, where if we hadn’t had that space on feeling they may have been reactive or put the phone down. And actually the fact he was calling us when he’s outside the home, when he’s new, was a wonderful win for us. It shows that he’s holding us in mind when he’s not in the home and that’s what you know we do as well. We we hold our young people in mind.

Colby: 49:20

Yeah, lovely yeah, there’s so much we could talk about um.

Colby: 49:27

I wanted there was something just going back to to what you were saying as well, susan, before um, talking about um reflection, holding, you know, holding people in mind, but also reflecting on what’s happening for us and having that experience of sharing and other people connecting with us around our experience.

Colby: 49:56

And you talked about how people, for example, on your boards or committees hanging around for a very long time and other family members getting involved, and the thought that was going through my mind is that this jurisdiction is probably more characterised by staff just going through the system at a rate of knots. Yeah, that there is a lot of changeover in the workforce in these jurisdictions, maybe not in your organisation, but certainly in this jurisdiction, and what I had in mind listening to you talk about um, your experience there at lighthouse, was the importance of um not just the children being feeling heard, but but the staff, or the everyone connected with organisation, feeling heard and acknowledged and valued around their experience, which is, I guess, another way of talking about you know what we do with our children, with the children we should be doing at all levels of the organisation, as Simon said. There’s one thing, though, that I really wanted to also speak to you guys about, which is the involvement of birth family.

Ben: 51:26

One of you mentioned that I think it was you, ben no families.

Ben: 51:31

Yeah, families, and from our pre-meet conversation, ben, you talked a little bit about that and I think it would be really useful at this juncture to hear a bit more about how Lighthouse connect with involve birth families. You want me to go? Yeah, yeah, thank you, colby. I guess we really ultimately think that children have been abused by their parents. They don’t really stop loving their parents, they stop loving themselves and we really see parents as an integral part of their identity and their healing process. We all entered the world attached to our mothers, as Susan said, and a lot of the time we crave that attachment to our families to remain. We work non-judgmentally with our parents and we really try to understand their own history and involve them in the young person’s experience and their own experience and clear that we’re not the parents that they are.

Ben: 52:36

When I was a care in our secure base program, every Monday I would meet a father in the park so he could play with his son and play on the swings or ride bikes together, and I was just there in the background providing support to them both. That was enabled to transition into one of our residential care homes where he was able to get the experience of really he would like own the barbecue cooking for his son. Read his son a story. Kiss him good night to bed, um, and then him and I would just, you know, sit together once his son was asleep, you know, have a cup of tea and chat. And he would also come to Youth Resource Centre here, which is the heart of the organisation.

Ben: 53:27

He may do parental courses, like Circular Security, alongside some of our other staff members, and there was an experience once the sense of safety was kind of formed with all of us, that the child was able to sit alongside his kind of key carers not not myself, but some really important people in his world in the living room and he was able to say to his father um, you know, where where were you? Why didn’t you keep me safe? Um, and the child was crying and the father was crying, and whilst the father couldn’t give him an answer, he was able just to acknowledge it and apologise and that was all the child needed. Really, he didn’t need a fix, he just needed to be heard.

Ben: 54:08

And once that young person was ready to kind of fly the nest from lighthouse, we also created a book for the father of memories that we had together and stuff that we’d learnt from him, and he was able to say you know, I wish I had a lighthouse when I was a child, so really we’ve got great respect for families and, yeah, really think deeply into their own experiences and try to involve them as much as we can. Yeah, really think deeply into their own experiences and try to involve them as much as we can.

Colby: 54:39

Yeah, yeah, I am on record as saying the most healing relationship for our children is the relationship with their parents. Yeah, the most healing relationship. Yeah, that leads into Ben. We also talked a little bit about the Mothers and Babies Program, and I was keen for you to talk a little bit about that as well in our time together.

Susan: 55:10

And keeping our siblings together too. Yeah, the White House.

Ben: 55:14

Yeah, of course. Yeah, yeah, I’ve been lucky enough to work in our Young Parents and Babies programme. I believe it was started with yourself and Vicky Vidal, Susan, is that correct? Yeah, and really at. Its aim, as I said, is to support young parents to heal from their own childhood trauma in the hope that they can raise their own babies free from these inherited emotional wounds. Ultimately, we’re trying to provide an environment where we care for the parents so they can care for their children, the developmental programme, so as the young people kind of attach and join, we’re just really trying to see if they can seek support and receive care for parents. It’s a really wonderful programme.

Ben: 55:59

You get to see changes very quickly, as you know, in the first two years of life, and we’re similar to what we were saying in reflective practice. We’re there with kindness and boundaries, but we don’t rush things. We allow things to kind of percolate and come to fruition. So an example of that is we had a young mother who I’m very proud of. The experience that she received of what she gave her children is very different and when she first joined she was unable to play with her children. But we just noticed that and we would role model, play ourselves, you know cues and um, bedtime routines and things like that. And one time she was able to say, um, yeah. Then in time, we saw her starting to push the child on the swing or, you know, play with the trucks, etc. Take an interest in their world, and she was able to, you know, many years later, reflect to us that, um, when I was a child, playing was very terrifying because it it meant abuse. Um, you’ve, you’ve taught me how to play with my children, so, uh, she was very grateful for that um. But if we’d rushed that in the early stages, if we kind of thought, why is she not playing with her child? And tried to make that happen too quickly, we would have missed that opportunity and not playing with her child and trying to make that happen too quickly, we would have missed that opportunity and not had given her that experience.

Ben: 57:23

We have young mums, uh, now that they kind of form a little community together, don’t they, susan? They’ve, uh, they live together now in the community and the two of them have started their own business together, um, and that they pop back. I think we currently have about 13 families uh being supported closely through One for Life in terms of like their own little community that comes together. And just a couple weeks ago I looked after one of the uh, a little boy who was six months old when I first looked after him and now would be five years old, so his mum could attend a business course on beauty just in the community. So really able to kind of come back and reach out for support when needed, yeah.

Susan: 58:09

I think that we’ve got 1,350 young people that have graduated the program now and that’s long term. So it doesn’t sound like that it is. You know, I often think you know if a young person’s been abused for 10, 15 years, that needs to be equalled on the other side of you know that good parenting another 15 years. So for me, you know, when Ben talks about about you know we shouldn’t be quantifying time, it’s when they’re ready. So I think that’s an important thing. You know, you’ve got a lot of abuse to abuse to unpack and it will take as much time as it takes and not to rush that process.

Ben: 58:56

Yeah, we had yeah in there. Something we really wrestle with in the programme is phones, you know, and the gaze that we all have towards our phones and we ask of our young parents, during kind of bath time or dinner time, that we have a little kind of clear container on the side and we ask them to put the phones in. And that can be very difficult in the early stages but, um, I’ve seen so many times after eight weeks or so, but, um, yeah, you, you notice them just being left in there overnight so they can respond to the baby. And that’s a lovely kind of it doesn’t feel that big but it’s a lovely little measure that I I take in of growth one of my previous podcast guests, um, said something very chilling, uh, at the time or it is chilling, she.

Colby: 59:49

I mean, she was talking about, um, this attachment relationship or this, this relation, relational dynamic that exists for young children, that has three parties to it the child, the parent and the device these days, and what is going to be the longer-term implications of that? I think we just yeah, we will see, but it is. Yeah, it gave me chills hearing her talk about that.

Susan: 1:00:22

Well, I think the mental health issues will skyrocket. Really, you know, unless we have some boundaries around it, you know some positive ways of dealing with it.

Ben: 1:00:33

It’s probably worth mentioning Colby that we’re realistic in our task and sometimes we may work with parents who have kind of 10 out of 10 of adverse childhood experiences on the study In time. We wish for their children to have less and their other children to have less. It’s not always realistic that we might not have an instant quick fix, but we want to give people an opportunity. Yeah, and I think that’s where that program is philanthropically funded, because it’s very hard.

Susan: 1:01:11

We don’t get a lot of recurrent funding. The government have partnered with us now and we’re very excited about that and I think they’re keen to look at our model of care. We’ve got a CEO, brenda Boland, who comes from Child Protection and I think that as a leadership, she’s showing them the work we’re doing and I think they’re really excited to hear about our work and partner with us. So that’s great. But, as Ben was saying previously, we’ve really done it from philanthropic partners and to pay for two living carers, a salary you know that’s a couple of hundred thousand to run the program, couple of hundred thousand to run the program. So, um, but if you look at you know incarceration and that long, long term consequence. We’re much better doing that early intervention piece and putting the time and money and investment into our young people early.

Susan: 1:02:13

But it is always a challenge for organisations that aren’t recurrent funded. So one of the things probably in our world and of interest to you is that we’re looking at how do we self-fund into the future. So we’re looking very much at getting a futures fund established so that we’ll be able to live off the interest rather than continually go cap in hand, and we still want to do that. We want to reach out because we believe it’s community that help heal our young people in that kind of resilience membrane that they all belong to us. But also we want to be able to, as good parents do, be able to afford. You know what we, how we live, and so we need to demonstrate that ourselves. So we’re looking at developing. We’re going out to developers to help us find lots of land. We’ve got a corporate that will build houses for us. So we’ve got a whole range of projects we’re working on to be self-funded, but it’s a long-term strategy.

Colby: 1:03:25

Yeah, yeah, that’s wonderful. I just wonder you raised the issue of government being interested. It kind of leads me into what you know if you could sit down with them and I’m sure you will what are the key things that you would want to be communicating to them about how to deliver therapeutic care to young people in need and their families?

Susan: 1:04:00

Well, I think we understand their constraints and the governance that underpins what they do, and so, really, I’m excited to work alongside them to come up with a way of working that really focuses on the best practice for young people Do you want to?

Ben: 1:04:25

Yeah, for me as we were speaking, I truly believe in residential care. I think, as we’ve spoken about, a lot of the trauma experience where our young people experience this is in a home with unsafe adults. We want to give them a secondary strength of a safe home and emotionally attuned and available adults and I find, as we spoke about, the young parents and babies program is a wonderful way of providing high quality preventative care. If the money was invested early in programs like that, you may not see the significant distress or complexities that we see in adulthood. But what I find is that often government are willing to put the money towards 16, 17, 18 years old when they’re leaving care, but not so much the preventative space of parents and children. I really think that would make a huge difference to society.

Susan: 1:05:22

Yes, so we’d encourage that as much as we can, and for us it’s about like Vicky Vida has paid for our mums and bubs home for the last probably 15 or more years, and their family have donated this building we’re in, so they’ve really given us that foundation underpinning. That is just. You know, you can’t put words on that or understand how that’s really been able to formulate our way forward but also give us a sense of empowerment to actually build a model of care we believe is second to none, and about those trauma-informed practices rather than the roof over their head. The roof over their head isn’t the main story, it’s just part of, isn’t the main story? It’s just part of. It’s the trauma-informed practices.

Susan: 1:06:23

And if we can have an impact on the way young people are cared for in out-of-home care in a much more, you know, empowered and loving way, that would be amazing for us. So, you know, and also we’re learning things from government too that we may need to put in place as well, because we understand that we’re, you know, in a lot of cases, the guardian of these young people and it’s a huge responsibility. So working as a team for us, with government as a partner, is really important for us, you know and and our next steps to have had an impact in that arena would be amazing for us.

Colby: 1:07:05

Well, I’ve really enjoyed our chat this morning and hearing more about Lighthouse, and I’m sure the people who will listen to this podcast will take a lot from it as well. So thank you to you both for coming on and for all that you’ve shared and your continuing endeavours on behalf of children and young people and families in need. I do give my guests an opportunity to ask me a question without notice. At the end, I wondered if there was anything that you particularly wanted to ask me before we sign off.

Susan: 1:07:46

Well, I just wanted to give a shout out to Patrick Tomlinson, who helped us or co-authored the book and gave us an opportunity to be global in sharing our model of care, and also Mulberry Bush for opening their place to us when we visited, and for me it’s having that global sense of community I think is very empowering for trauma, informed practices and the more we can share with each other and promote what we do I think is important. But do you want to answer that next question?

Ben: 1:08:25

No, I guess I’ll give you a talk about it the other day and you were wondering with Colby whether there’s an opportunity to create like a free music community or a group process where we could all come together to think and share our experiences.

Susan: 1:08:39

Yeah, like every two months is there an open forum where we can all share and have an agenda. But you know whether that’s possible or not.

Colby: 1:08:49

Well, it’s interesting because you will have heard, I guess, from the podcast that I’ve done with people in the UK, and Simon brought it up as well, was the community have heard, I guess from the, from the podcast that I’ve done with people in the uk, that they there’s, and I and simon brought it up as well was this the community of communities?

Colby: 1:09:03

yes, that they have yeah that they have in in the uk where there’s a number of org, social care organizations, that um meet collectively, I look, as I understand understand it, I should say and that they kind of order each other as well to kind of keep yeah, keep in a supportive way to keep everyone you know on track and maintaining the vision of those organisations. I think it’s a really interesting point that you raise, susan. Let me first say that Patrick and I talk a lot about this podcast and he also puts me in contact with a number of the podcast guests that we’ve had on, in contact with a number of the podcast guests that we’ve had on. He’s a remarkable individual who has a global network, and so I think that question is probably one that I would like to have Patrick’s input into about a global, would like to have Patrick’s input into about a global. I think what we’re trying to do with this podcast, amongst other things, is establish, in a way, establish a place where global, good or great practice, informative practice, kind of comes together, is is collected. I understand what you’re saying it would be good to to have a forum. Oh, I think it, I think it’s possible.

Colby: 1:10:49

I I think everyone who’s come on this podcast has, you know, been really excited to come on and be a part of, amongst other things, changing the story that exists around therapeutic residential care or around residential care. I do think that there are residential care being seen just as the final resort. You know the place. You send kids that you can’t send anywhere else. I think it’s got hairs all over it, as we would say. It’s a real. Even if we, even if policymakers, just continue with that thinking about residential care and its role, I think it is highly problematic. You know, like we need to. If that’s what your thoughts are about residential care, then it needs to change. You need to invest in and be a part of the change. But I, you know, the reality is, through this podcast, is that we can easily show that there are, is that we can easily show that there are fantastic therapeutic endeavours occurring in residential care worldwide. There’s more guests that I’m really excited to have on from organisations like your own who demonstrate that.

Susan: 1:12:15

So yeah, I think, yeah, it’s about having that groundswell where there’s enough of this that force policy to change because there are better outcomes and, collectively, when you evidence all that, then you’ve got. You know. Robert kiyosaki always said to me so you need to have artifacts, artifacts, artifacts a bit like like Patrick and all these books and talking about it. So you need to have that collective. If we all did something together, collectively, and it was on the global stage, then that’s when you make real change, I think, you know, rather than working in silos and pockets. But I think, as you said, your podcast is a really big part of getting that sort of you know, your kind of the linchpin to get us all together and maybe, you know, get that happening.

Colby: 1:13:09

I think it would be really exciting to do that, and all of my podcast guests, I think, who I’ve had communication with about wanting to, are willing and wanting to reappear and talk more. So I think that what you have kind of proposed is probably another way in which we can ensure that the voice of people who you know, who have substantial experience and expertise in this sector, can come together and influence.

Susan: 1:13:47

Yeah, what about a world conference with each of us speaking? Sorry, I’ve gone a bit wild.

Colby: 1:13:58

If you’re asking me, me, what I what, what I think about, I think it, you know. Look, I think I think we’re heading in a direction of their. You know we’re making these connections between good practice, um endeavors around the place. If you’re asking for me to organise it, I’d need a little bit of help. This is not my day job. I think my wife, who also manages our practice, would have a bit of a. I hope she wouldn’t have a heart attack. She’d be very supportive, but she’d be asking me where the money comes from. You know, susan, as you say and not just you, others have said as well, if it’s the right thing to be doing, if it’s the right thing to do, then yeah, the money will come, the support will come for it. Yeah.

Susan: 1:14:51

But also Robert told me about also. You’re on purpose, but you’ve got to take action as well. Robert told me about also. You’re on purpose, but you’ve got to take action as well. It’s to be, you know, be and do and be and do and be and do you know in equal measure, is you know?

Colby: 1:15:08

Yeah Well, we’ll definitely rope Patrick in to such an endeavour and others, but look, thanks again for agreeing to be on the podcast A great pleasure. Yeah, pleasure was mine as well. Thank you Ben, thank you Colin, and yeah, I’ll look forward to speaking to you another time.

Susan: 1:15:31

Yeah, well, now Ben’s not nervous anymore and me will be right, that was my question.

Ben: 1:15:37

Patrick’s very encouraging of us to come on, but I’ve not seen him on Spotify yet. I’m still waiting, yeah.

Colby: 1:15:46

I’m going to treat that as an observation rather than a question.

Ben: 1:15:51

Thank you, colby, lovely to see you in person.

Susan: 1:15:54

Thanks, colby. Thank you, bye-bye Thank you.

Unlocking Potential Through Love and Acceptance, with Patricia Sheridan

Children Need Adults Who Believe in Their Possibilities

Patricia Sheridan’s journey in transforming children’s services in Scotland is nothing short of remarkable. As founder of the Moore House Group, her story begins with a simple yet powerful observation: that children in residential care were not having their potential recognized or nurtured. This realization came when, as a social worker, she was tasked with evaluating residential services across Scotland. What she found was deeply troubling – establishments where staff had little belief in the children’s capabilities, with no drive to measure outcomes or create compensatory curricula for young people struggling with trauma and disadvantage.

Rather than simply filing her report, Patricia took up her director’s challenge to “do something about it” and founded Moore House School in 1988. Her vision was revolutionary for its time: to create an environment where children experienced love, acceptance, and a genuine belief in their potential. This language of care was so uncommon in Scotland at that time that Patricia describes feeling like “a lone voice in the wilderness.” She had to build a network of like-minded professionals who shared her values to support her through the initial challenges.

The growth of the Moore House Group over 38 years reflects Patricia’s commitment to meeting children’s needs in comprehensive ways. From the original residential school serving children with trauma histories and attachment challenges, the organization expanded to include a foster care service (recognizing that institutional care shouldn’t be the only option for children) and later the Jane Moore Trust Trust, a school dedicated to supporting neurodiverse children. Throughout this expansion, Patricia maintained a consistent philosophy: every child has potential that can be unlocked through the right relationships and environment.

What makes Patricia’s approach particularly noteworthy is her emphasis on organizational culture and shared learning. She describes how the entire Moore House “family” – from teachers to care staff to foster carers – receives the same training in attachment theory and trauma-informed approaches. This creates a common language and understanding across all parts of the organization. Patricia herself models lifelong learning, having pursued advanced degrees in education and forensic psychology while leading the organization, demonstrating to staff and children alike the value of continuous growth and development.

Patricia’s approach to neurodiverse children further illustrates her belief that while specific needs may vary, the foundational principles remain the same. Children with neurodiversity, like those with trauma histories, benefit from environments where they feel understood, valued, and supported. The trauma these children experience may come from different sources – educational establishments failing to recognize their needs rather than socioeconomic disadvantage – but the healing process still centers on relationships and belief in potential.

Perhaps most poignant is Patricia’s reflection on how Scotland’s approach to childcare has evolved over her career. The language she once felt isolated for using – speaking of love, relationships, and children’s potential – is now embraced across Scotland’s childcare landscape. The “Promise” initiative she mentions represents a national focus on children’s voices in decision-making and supporting families to nurture their children effectively. While challenges remain, particularly in shifting focus from damage control to prevention, Patricia expresses optimism about the direction of children’s services in Scotland.

The conversation concludes with a profound insight that applies across all educational and care settings: relationships are the vehicle for all healing. Despite the perception that children who have experienced trauma are defensive and difficult to connect with, Patricia emphasizes that establishing meaningful relationships with these children is both possible and essential. By helping children feel worthy, capable, and adequate just as they are, we create the conditions for them to flourish – transforming “impossible” into “I’m possible,” as Patricia so eloquently puts it.

You can listen here:

You can watch here:

About Patricia:

Mrs Sheridan established Moore House School in 1988. Her drive was to create a service with her personal mantras “Determined to Deliver Excellence” and “I’m Possible” for young people.

Mrs Sheridan leads the Board of Directors and continues to have a hands-on approach using a range of experiences and techniques to engage with young people to elicit their views on the service they are receiving. Her passion is for young people to be supported by adults who believe in their potential and adults who share the organisational values of respect, integrity and dignity for all.

Mrs Sheridan reminds us that we are responsible for creating trusting relationships and happy memories for our young people. She strives to ensure that our young people experience as many creative, happy, nurturing memories as possible.

Mrs Sheridan continues to strive for excellence and ensures that her passion for high quality services is cascaded throughout the organisation to encourage each and every team member to recognise the important part they play in the wellbeing and progress that our young people experience.

Related Podcast Interviews:

Dr Kiran Modi

Listen here:

Watch here:

Lighthouse Foundation:

Listen here:

Watch Here:

Transcript:

Colby: 0:00

Welcome to the Secure Start podcast.

Mrs Sheridan: 0:04

And I think for me it was important that I created something that I hadn’t found in Scotland, but I’m delighted to say it’s a language that we use now, a language of love and acceptance and belief in the potential of children, and that we don’t need to be embarrassed about using that language, which 30, 40 years ago, you were shunned for using that language.

Colby: 0:32

Welcome to the Secure Start podcast. I’m Colby Pearce, and joining me for this episode is a British Care Awards winner and inspirational leader and founder in the field of children’s services. Before I introduce my guest, I’d like to acknowledge the traditional custodians of the land that I’m meeting on, the Kaurna people of the Adelaide Plains, and the continuing connection the living Kaurna people feel to land, waters, culture and community. I’d also like to pay my respects to their elders, past, present and emerging. My guest this episode is Patricia Sheridan.

Colby: 1:20

Mrs Sheridan established Moore House in 1988.

Colby: 1:25

Her drive was to create a service with her personal mantras, determined to deliver excellence and I’m possible for young people.

Colby: 1:42

Mrs Sheridan leads the board of directors and continues to have a hands-on approach, using a range of experiences and techniques to engage with young people to elicit their views on the service they are receiving. Her passion is for young people to be supported by adults who believe in their potential and adults who share the organisational values of respect, integrity and dignity for all. Mrs Sheridan reminds us that we are responsible for creating trusting relationships and happy memories for our young people. She strives to ensure that our young people experience as many creative, happy, nurturing memories as possible In terms of her career journey, mrs Sheridan has gathered a range of qualifications she was a registered general and mental health nurse, a qualified social worker and, at a later date, completed an MA in Education and an MSc in Forensic Psychology. Mrs Sheridan continues to strive for excellence and ensures that her passion for high-quality services is cascaded throughout the organisation to encourage each and every team member to recognise the important part they play in the wellbeing and progress that our young people experience. Welcome, patricia.

Mrs Sheridan: 3:14

Good morning. It’s lovely to speak to you again, Colby.

Colby: 3:19

Thank you. So was there anything in that bio that you’d like to expand a little bit upon or add to?

Mrs Sheridan: 3:30

Not really. I think that when I hear it from someone else it sounds a bit pretentious and I can’t believe the journey that I’ve been on. It made sense while I was doing it, but I think it reflects that I’m a lady of age. So, no, I have to accept that’s my journey.

Colby: 3:53

Yeah, and it’s a common reflection when I ask people after I’ve read their bio, particularly when they’ve read it. They’ve been working in the field for such a long time and I think and I was discussing this with another podcast guest only last week reflecting on my own long journey of practice and thinking that perhaps, as we’re doing it, our mind and our focus is on what we’re doing, you know, right now, as it should be, and it’s only when we have these opportunities to pause and reflect that we have a chance to consider the journey in its entirety and how yeah, how long a journey, or how much we’ve achieved across that journey. Indeed. So, patricia, you started Moore House in 1988, Moore House School in 1988. And since then, your operations have expanded into the Moore House Group. I wonder if you don’t mind just to start off with telling us a little bit about each of the areas of endeavour that come under the umbrella of the Moore House Group.

Mrs Sheridan: 5:14

Yes, as you said, colby, my first venture was Moore House School and it was intended to be a small residential and day service for children who had experienced trauma and who were showing attachment challenges. But over the 38 years it has become a school for 32 young people with 14 houses attached to the hub, and it ranges from primary education through to college. So that was my first attempt at trying to show what I believed was the right approach in working with children. I then decided that, because I didn’t believe that children should necessarily be an institutional experience for all of their residential education, I decided to create a foster care service, and my foster care service has become known as permanency and short term, as permanency and short-term, and again, it was intended to work with children with trauma histories. But, like I’m sure you and other people will experience, it takes on a life of its own and it’s become quite a varied group of foster carers.

Mrs Sheridan: 7:05

We have up to 50 foster carers who work with babies up to a young gentleman who is 33, with very complex needs and a special group of conditions that we had never experienced before. So for me, establishing the foster care service seemed to make sense at the time. But it’s grown into a unique organisation on its own and I’m very proud that we in fact are the only organisation in Scotland who has the highest grades of the care inspectorate, and we’ve managed to hold that for two years. So I don’t often allow myself to be very proud, but in that instance I certainly am.

Mrs Sheridan: 8:02

The third organisation that I created was the Jane Moore Trust, and it’s a charity, and it came about because there was a school in Scotland that had closed and it was a school that was working with children with neurodiverse challenges, and so it’s my nature when I get a challenge to try and do something about it. So five years ago we decided that we would open the school again. So we now have a school that works with children who have experience of neurodiverse issues. It’s a small school and we have both primary and secondary children. It has taken quite a time to get established, but we’re beginning to show evidence of our reputation, beginning to expand the pupil numbers. We are registered with the National Association for Autism and again, that for me is a reflection of the quality of what the team’s doing. So, yes, three organisations that keep me busy, but organisations that I’m very proud of and organisations that seem to have made sense to me each time that we established and added on the next organisation. It’s been an interesting journey.

Colby: 9:39

Yeah, it certainly has. What set you on this path, would you say? How did you come to be involved in?

Mrs Sheridan: 9:48

Yeah, I started I was in social work and my director in the local authority asked me to do a report on the residential services that the local authority was using, and so I visited about 12 residential services in Scotland and then I did my report and what I found was really quite sad and disappointing, and I found that the pupils that were in these residential establishments clearly came from a socioeconomic group where families were struggling with poverty and difficulty was that the staff in some of these organisations did not have a belief in the potential of these children and there seemed to be an acceptance that these children couldn’t achieve and there was no drive to measure outcomes or to create a curriculum that would compensate for the difficulties that the young people were bringing into the education field.

Mrs Sheridan: 11:13

And so I had a conversation about the report with my director and, of course, knowing me, he said well, if that’s your findings, I challenge you to do something about it. So I took the challenge on, and my first organisation that I created was Moore House School, and I think for me it was important that I created something that I hadn’t found in Scotland and I wanted to start speaking a language that wasn’t used at that time in Scotland, but I’m delighted to see it’s a language that we use now, a language of love and acceptance and belief in the potential of children. So that was my starting point in working in the residential education sector.

Colby: 12:07

And he lost an employee as well. I’m thinking, pardon, I’m thinking that he lost an employee as well. Your supervisor at the time, who challenged him yes, was he anticipating that he would lose you from the organisation? Yes yes, he was yeah.

Mrs Sheridan: 12:28

Yes, he was a wonderful gentleman and he knew his team, so he knew me obviously.

Colby: 12:39

Yeah, yeah, yeah. So the Moore House School was a residential school. You brought together both a desire to house the young people in a more positive and encouraging way and also to deliver to them education opportunities that focused on unlocking their potential.

Mrs Sheridan: 13:15

Yes, very much so.

Colby: 13:17

And it reminds me very much of an earlier podcast that I had with John Whitwell and I’m not sure if you’ve heard it, but, um, he was talking about the uh, the cotswold community and, um, and he was talking at this point of the podcast particularly about donald winnicott, I think, and and winnicott seeing children as being like bulbs, the growth is within them. You just need to create an environment around them that unlocks that, that allows for that and facilitates that.

Mrs Sheridan: 13:57

Yeah, Very much so yes.

Colby: 14:00

And were there any particular challenges that you’d had along the way in terms of setting up the Moore House School?

Mrs Sheridan: 14:10

Yes, I think the first challenge that I struggled with was there wasn’t a landscape of talking about children in terms of trauma and attachment, and at that time the landscape was very much about control of children, and so I found it difficult a peer group of people, of like-minded people, and so it was a struggle but I thankfully managed to draw together consultants who had the respectability in the field in general, and it was about building a network of people that could share and did share my values and supported me when the going got tough, because sometimes when you’re a lone voice in the wilderness, it can be difficult. So I think the first thing was drawing a peer group together to give me sustenance. That was the first point. The second point, inevitably, was the challenge of being a new entity and not being known and having to establish a reputation. So that threw up financial challenges.

Mrs Sheridan: 15:47

I tell the story of when I first started. We didn’t have a lot of money and I had to go to the bank manager and ask to borrow money to buy a car, which I didn’t buy. The car I had to use the money to pay the wages. So there were early challenges, financial challenges but through time we became established and I think that I was very fortunate that as our reputation grew, so we got the confidence of local authorities and our numbers increased to a place where we became a viable organisation. So it was yes, I wouldn’t say it was a challenge, but it certainly.

Colby: 16:38

It took some courage and energy, but we got there yeah, it’s interesting because you’re not you’re not the first um founder that I’ve spoken to and that who has, um, almost uh, intimated that um, the first priority is to go in the direction that you you wish to go in terms of setting up a service, and you’ve almost got to.

Colby: 17:06

Well, you can hope and pray, I guess, but you’ve got to believe that, as long as you provide and deliver a professional service, a needed service, the money will take care of itself, or the money will follow, and yes, I’ve heard that experience from others, and certainly that’s the way I have practiced for a very long time in my independent practices, the focus being on just the delivery of a professional service and the money will, will, take care of itself. It doesn’t always, though, does it? Yeah, but in the end, perhaps inevitably, yeah, it does, and I really like what you were saying about needing a group of peers, bringing together a group of peers, and the logical implication of that being that even founders and directors of services need to have a reflective group to talk to, to reflect on the work that they do and offer feedback and be offered feedback and guidance.

Colby: 18:31

Yeah heads of organisations I think it’s been the consensus view of other people I’ve spoken to as well should be getting that kind of reflective mentoring, peer mentoring and, if not, full supervision. Yeah, definitely yes.

Mrs Sheridan: 18:53

I think that you can become isolated and I think it’s important that you have the humility to recognise that you may have a passion and you may have a belief, but you need to be open and available for positive criticism if we’re going to grow. If I needed to grow as an individual and the organisations to grow, so we had to have an open and transparent approach to our practice and a willingness to listen to people who had a lot more experience and that had a valuable contribution to make.

Colby: 19:41

And you mentioned that you gathered them from around the place. I’m wondering where did you find them and how do you think what were some of? I guess a bit of a question without notice, but what do you think were some of the more important things that they shared with you that informed your approach to the Moore House school?

Mrs Sheridan: 20:04

Yes, I think the very important relationship for me was that it may come with age, colby, but I was very much into the John Bobies, the John Ashcroft, all these theories of attachment that were not around and being spoken about and used in the early days, and I knew that I wanted my team to be trained and to have a real understanding of what I was trying to convey to them about how we should work with children. And I came across Dan Hughes in America and it sounds a bit pretentious, but I did go over to America to do his DDP attachment course and I just felt at home. For me it was the answer, it was the way that I wanted my staff to understand the work that I was trying to do. So I did the course with Dan in New York, actually came back to Scotland and then I met several of his team who worked both in England and Scotland, and the first person that I established contact with was Edwina Grant, who in fact was the Scottish director for Dan’s DDP organisation.

Mrs Sheridan: 21:49

And Edwina came into our organisation and started to help to introduce the DDP approach and she stayed with us for a number of years and has only recently retired, and so we became an organisation, with Edwina’s support, to start and roll out DDP in Scotland, and we still now offer DDP training to any of the organisations in Scotland that feel that that’s the theoretical approach that they want to use.

Mrs Sheridan: 22:29

So Edwina and Dan’s model theoretical model for me was a really helpful training module that I could use for the team to understand my approach. And so from working with Edwina it’s really been about me going out probably more often doing courses myself, and I came across a course in Ireland with Patrick Tomlinson, so I couldn’t miss that opportunity. So I did a course of which Patrick was a contributor, and then again I established links with Patrick and he now again works with the organisation, and so I’ve been really fortunate in that I’ve been able to be introduced to some really important, impressive, impressionable people impressive people, rather, that for me speak the same language and have the same values and the same passion for getting it right for children. So I’ve been really lucky, and our organisation’s been lucky in the people that have come alongside us and support us to make sure that we get it right for children.

Colby: 23:59

And I chuckled a little bit there, because Patrick is a mutual colleague and something of a silent partner for this podcast, in that he puts me together with some of our guests, including with you, patricia. One of the things that I think is really significant about what you were saying there is that you go and you yourself go and get trained. You attend the trainings, you, and then you. You have a strong desire for those trainings that you think speak to you and how you want your organisation to operate and run and the care and service delivery you want staff to deliver to children. You have them all trained in the same models and theories theories, um, but.

Colby: 25:08

But the interesting thing is that, by the sound of it, it’s from the top to I hate saying from the top to the bottom. It sounds terrible, doesn’t it really? Everyone in the organization is gets the same training so everyone can speak the same language and, importantly from the point of view of the children and young people that you deliver a service to, notwithstanding that everyone’s got their own unique traits and characteristics, there’s a foundation of commonality across your staff group, which I think is really important and can be. It doesn’t always exist, for example, in statutory child protection organisations, where you know large organisations but where you wouldn’t. We wouldn’t commonly see everyone, all the staff group, singing from the same hymn sheet, so to speak. But I agree, I think that’s a really valuable thing. And it’s not just I think. Another previous podcast guest, simon Benjamin, who ran the Lighthouse Foundation here in Victoria and also had worked in the Mulberry Bush School in the UK, spoke really authoritatively about the importance of everyone being on the same page. Yes, yeah, so that’s great.

Mrs Sheridan: 26:48

I think you’re right, colby.

Mrs Sheridan: 26:49

I think the importance is that everyone needs to be invested in, and everyone, if you’re saying we all have a part to play they have to understand what that part is and they have to feel valued and they have to have the confidence to contribute to the care of the children.

Mrs Sheridan: 27:13

And so for me, it’s important that we do all have the same training, and I think that was my drive. When I started, I realized that I did not have all of the skills and theoretical knowledge that I needed, and so that’s why I did my master’s in education and then went on to do my master’s in forensic psychology, for two reasons One I wanted the staff to recognise that we all need to be in a learning environment and that we don’t always have the answers, but to encourage staff to believe and to convey to children that lifelong learning is something that we should all aspire to and that it’s so valuable for both the children and for staff. And so for me, I thought, by showing an example, although it was hard sometimes finding the time, but it was about setting, you know, setting the scene and having staff understand that we’re all on this journey together, journey of learning together that you started from a place of I’m not quite sure if I know what I need to know and have the skills that I need to have.

Colby: 28:37

So you started from a reflective position.

Mrs Sheridan: 28:41

Yes.

Colby: 28:45

A reflective and self-awareness, self-evaluation, self-awareness and, I would imagine, as part of life, lifelong learning. Encouraging that, embodying that in ourselves, encouraging it in others, has as part of it an ongoing reflection of what about what? What do I know and what do I need to know? Next, and I think that that’s been again another theme of this podcast and something that I’ve said previously and stand by, is that we need to think about what we’re doing. In this area of work.

Colby: 29:25

Thinking about it can be hard I had Nicola O’Sullivan on and she was talking about how the work can be so confronting, so challenging in some ways, that it can impact our capacity to think but we need to be thinking about what we’re doing. If we stop thinking about it, we become procedural, yes, and when we become procedural, we apply a one-size-fits-all, regardless of who’s in front of us. And procedural practice can be hard, can lack heart, can, in fact, be heartless practice. Yes, yeah, and I just wanted to make the point, in case people missed it, that the Moore House School is a residential school. The children I’m not sure if you have day students as well.

Mrs Sheridan: 30:22

I think you do, don’t you?

Colby: 30:23

Yes, but you also have children who live in those homes that you mentioned, with staff, and I’m imagining that there is also the word I’m looking for. It’s getting late in the day for me, so the words don’t come as easy. Here it is, I’ve got it. We’re going to cut that bit out. So I imagine that there’s alignment between home and school, there’s concordance, there’s congruence between home and school.

Mrs Sheridan: 31:01

Yes, the team in the homes do go into the school and work alongside children, and I have a psychological service team and what they do is they work both with the house, families and the teaching team and together they work out what we call a children’s plan, and so there’s the multidisciplinary focus on the needs of the children and we also ensure teachers, care staff and our psychological services team do the same training.

Mrs Sheridan: 31:50

So there’s relationships that build up through these opportunities and there is good communication between the multidisciplinary aspects of our team. And I think the biggest challenge for the teams in the houses is that you assume that there’s confidence in terms of education for care staff, but some of our care staff struggle because they themselves had difficulties when they were in school, and so what we encourage is some of our care staff, if there’s a subject that they’re not confident in, that they will get alongside a child and the two of them will do the learning together, and it’s quite refreshing when you see the adult and the child trying to learn something that the care staff member may not necessarily be confident about. It’s nice to watch that experience.

Colby: 32:53

That’s wonderful. Yeah, as you were talking about that, I could just imagine the emotional congruence between the staff member and the child. You know the emotional connection from having that shared learning experience, which is really important for our children in need. And yeah, it sounds like just a wonderful therapeutic way of delivering aligned care across both the home and the school. And I’m wondering if your psychology service provide a therapeutic service to some of the children as well.

Mrs Sheridan: 33:41

Yes, Children can have one-to-one interventions, working with things like grief and attachment, and that’s usually alongside, when it’s appropriate, alongside the key care staff member. We attach a key staff member for each young person in a therapeutic pathway and it’s interesting to see how relationships are established and how passionate the key workers can become if a meeting’s cancelled or, you know, if there’s something important for the child. It’s interesting when you watch the two disciplines working together when there’s a need for the child that the other discipline doesn’t recognise. So yes, there’s a passion on both sides. It’s lovely.

Colby: 34:46

Yeah, it’s wonderful when you were talking at the beginning about the Moore House group, I was also thinking about the allied health team that you across the three organisations.

Mrs Sheridan: 35:18

And we normally use as much as possible community-based services in terms of health, and I think that’s important for the young people when they go back into their own community, that it builds up confidence to allow them to use community services. So we don’t cover all of the requirements in terms of health and we try to use any community-based services and it’s about the dentist, the doctor, the optician trying to help children to grow in confidence to use those services as and when they go back home.

Colby: 35:55

Right, fantastic and not being contented. Contented is probably not the right word, but moving, not finding the challenges of having a residential school enough. You then set up a foster care service. You said that you did that because you believe that children shouldn’t grow up in all of their years in a. You said the word institutional or residential care environment is what I understood you to be referring to. So were there any unique challenges, I guess, or different challenges involved in setting up a foster care service?

Mrs Sheridan: 36:43

I think it’s the same challenges as you find in terms of recruiting staff challenges as you find in terms of recruiting staff and it’s about finding foster carers who are resilient and who are open to training and are able to recognise that the challenge that they face could be quite complex.

Mrs Sheridan: 37:10

And so it was about working in partnership and we encouraged our foster carers to come to any training that’s available within any of the three organisations and we trained our foster carers in the attachment model. And it’s about, for me, stickability making sure that our foster carers have access to social work. Our social work team, our social work team carries small numbers of carers so that they can be available to carers more often than probably the local authority foster carers are able to get support. So it’s about consistency and it’s about encouraging carers to understand the very challenging role that they’re taking on. So in our organisation, we have had foster carers and still have foster carers that have been with us for over 25 years, so some of them have got stickability, but I think that the landscape in terms of the needs of children haven’t changed. I think the language has changed, but I still think the needs of children and the challenge that they bring, I think is the same as when I started nearly 40 years ago.

Colby: 38:47

So yeah, I’m very proud very proud, very proud yes, indeed you should be. And and so the fossil again, we, the, the organization as it’s grown, um continues to be aligned, uh, across all its component parts, that they have a shared values, their shared values, their shared knowledge. There’s a shared language, everyone can speak to each other and um and you, you’ve, you’ve deliberately gone about choosing um interested parties to become foster carers, who themselves are also, I guess, interested in being lifelong learners and continuing to unlock their own potential. That just reminds me again of the idea that what we do with our children we need to do across the organisation. So when we highlighted before in the bio, I first mentioned that what you wanted was an organisation that saw the potential in children and supported advancing that potential or creating the right growing conditions for that potential.

Colby: 40:15

It’s important that we do that for our staff, our volunteers, our foster carers. We do that for everything, everyone, because they get to feel it’s a bit like going to training and being inspired by training. If you’re the managing director and founder, you get inspired, and everyone else, you see the value in everyone else being inspired Very much so, yeah, so having your potential acknowledged and developed feels great and flows perhaps quite naturally into supporting the potential of the children as well, so that’s a very important and key value of your organisation.

Mrs Sheridan: 41:08

Yes.

Colby: 41:09

Yeah.

Mrs Sheridan: 41:09

And I think we’ve needed to use the language like families and again, throughout the years, we know when we speak to each other, I hear staff talking about the Moore House family, which I smile at, and the other kind of way that I describe foster carers is and care staff and teachers. I talk about them being professional, and so that implies a professional responsibility and implies the standards and values that we all need to share and the importance of each person within the family, because you just can’t attach someone onto the organisation. They have to be living and feel that they’re part of this living organisation, and so they have to grow as we grow, and so I think when I started, I really it’s over time that I’ve understood the importance of language, but it’s beginning to reap rewards so many years later.Colby: 42:28

Yeah, and I love the fact that I imagine that everyone feels like they’re on the same level across the family, and I think that’s also really important. And then, as if the challenges of running a residential school and a foster care agency were not enough, you’ve established the Jane Moore Trust and taken on the role of the school for children, neurodiverse children and young people, and I guess I mean I could ask you were the challenges or what are the influences there for the service that you’re providing for that part of the organisation?

Mrs Sheridan: 43:39

I think, to be honest, it was a steep learning curve for me. I hadn’t really had a lot of experience in working with children with neurodiverse challenges. I knew that I wanted to establish the same culture, and so I think that there were elements of our culture that were easily put into place in the new school easily put into place in the new school. One of the challenges that we faced was that the previous school had to close with very short notice, and so the first real challenge was to establish relationships with families and to build their confidence, and what I found was that we were actually dealing with trauma in the families that came back to us, and so there was a lot of work there in trying to establish that we were staying and that we would be reliable, and once we got that platform established, it was slow growth. I mean, we’ve been doing this for five years, and my first important step was to get accreditation and make sure that the team had all the knowledge and expertise that these children would need us to have, and, as I say, I did not have a lot of experience. I had to pull in experts.

Mrs Sheridan: 45:27

I was very fortunate in that two of the consultants from the school that had been there prior to us opening, stayed with us and again were very passionate and appeared to recognize where our drive was coming from, and so they stood alongside us and are still standing with us.

Mrs Sheridan: 45:52

And we tried to get accreditation through the National Association for Autism, and for me that was the kind of checklist of professional growth and expertise, and when we achieved that, it was the tick box. Yes, we’re doing it the way that we should and we’re still small numbers, but our reputation has become national rather than Scottish, and so we have referrals from England and Scotland, and most of our referrals are coming from word of mouth, from local authorities that are telling other local authorities the success that we’re having with with some of their children. But it’s still a learning curve for me. There’s still something different, um, different. I think children’s needs are the same, but I do think that, yes, they’re a unique, wonderful group of different behaviours that I’ve not come across prior to opening the school, but they challenge us in a different way. But it’s refreshing.

Colby: 47:10

Perhaps they come to the school in different circumstances. You might say Very much so. And there are, yeah, and that there are. They have their differences, but there’s a lot of. There’s still children and young people with needs, and there’s a lot of similarity as well as diversity. And the thought that was going through my mind, Patricia, was those consultants that stayed on the teaching staff that you have at the school. On what basis do they also stand in the Moore House family, so to speak?

Mrs Sheridan: 47:58

The training that we do is across the three organisations, so it offers the opportunity for establishing professional and personal relationships. So that’s the foundation of the relationship. The teaching team have some elements of training that inevitably are different, but we all train in terms of understanding trauma and attachment, because for me, trauma does not necessarily come from socio-economical challenges. It comes from experiences and for these children, their trauma came from their educational establishments not recognising their needs and not meeting their needs. So there are threads that go throughout our language and our training.

Mrs Sheridan: 48:58

Our consultants meet. One of our consultants meets in terms of therapeutic supervision and support once a week supervision and support once a week and our other consultant, her specialism is education and curriculum development. So both of our consultants work alongside developing the curriculum with the team. Because unfortunately, when we opened we needed to start almost from scratch with our teaching team and again, I think that was because the teaching team that had been in the previous school. They themselves had been traumatized by their experience and I felt that it was too big a challenge to support their healing whilst addressing the needs of children. So it felt as if we were having to start again with the teaching team. But five years later we have a cohesion and a language and a feeling that we are just an extension of the original organisation, although our approach is slightly different.

Colby: 50:16

And I guess you’ve confirmed what I was suspecting to be true and certainly suspect to be well think is true from my work is that it’s not that much different whether you’re dealing with children who have a history of relational trauma and socioeconomic disadvantage and you’re of diverse children. They’re all children. They all have needs. Relationships are important to them. So the language and the understanding that exists within trauma-informed theories and attachment-based knowledge is important across diverse endeavours, including, you know, as is represented in the Moore House group.

Mrs Sheridan: 51:16

Very much so.

Colby: 51:18

I was wondering if there is anything that you have learnt along the way that you really wished you knew when you were starting any of these endeavours.

Mrs Sheridan: 51:30

Yeah, yes, I wish that I had known at the beginning that, in terms of the development of trauma, and that services and local authorities would move away from the control of children, and I think if I had known that we would, as Scottish services, that we would get to a place where we would use language like love and understanding and relationships.

Mrs Sheridan: 52:23

I think if I had known back then that we would achieve this in terms of the Scottish approach and the Scottish landscape for children, it would have been a bit of a relief and I probably would not have struggled some of the times and cried some of the times that I did in the early days. But I think that within Scotland, childcare and education has come a long way and I’m relieved to know that my approach wasn’t wrong and that, yes, and that we are now there’s more of a camaraderie now in Scotland and an understanding about the needs of children, and for me I just I just find that exciting and a bit of a relief. So, yeah, I wish I’d known back there that we were going to be where we are today.

Colby: 53:27

Yeah, I do an activity when I’m delivering training Patricia, that I adapt for different scenarios, but from a parenting point of view, it’s an activity that’s based around this story, which is that I think of parenting as a bit like being a farmer a farmer who grows crops. Yeah, so, as the parent, you turn over the soil, you make sure you’ve got your paddocks fenced. Yeah, you turn over the soil, you add in extra nutrients that the soil may require, you choose the right time of the year to sow seeds, you plant your seeds and then you wait. You wait for the weather, you wait for you know whether you might have to manage any unwanted intrusions over those fences. But the most important thing is that we do is we wait, and we’re often in the dark about whether, yeah, whether all of those things that we’ve put into the growing environment, whether they’ll bear fruit. We have to wait for our crops to grow.

Colby: 55:00

Yeah, and it sounds very much like that in terms of your journey. You had the courage of your convictions to take service provision in a different direction in Scotland, service provision in a different direction in Scotland, and it turns out that you were right. Yeah, it turns out that you grew what you were hoping to grow. Yes, yeah, my last podcast guest was Richard Rowlandson of the Mulberry Bush School in the UK and his question was what are you feeling hopeful about in the work that you do? And the reason why I’m asking you now is I think you kind of was answering that already. Yeah, a moment ago.

Mrs Sheridan: 56:00

Yes, I’m very hopeful of the way forward In Scotland. We’re talking about the promise, which is a focus nationally, and it’s about recognising the need for children’s voice in decision-making, establishing support, genuine support for families to enable them to nurture and parent their children, so that we don’t end up with the damage and trauma that our children can end up having, and just a genuine awareness and honesty in that we didn’t get it right in the past, but that the future is brighter, there is hope for children. I still think there’s work to do for supporting families. I still think our focus is on the damage rather than preventative work being done, but I am very hopeful that, certainly in Scotland, that we are recognising and understanding the children’s behaviours and what the children are communicating by their behaviours in a way that we didn’t before. It was about control, Whereas now, and even the language.

Mrs Sheridan: 57:36

Now we’re talking about love, we’re talking about relationships and we’re taking risks in becoming attached and showing children that we can love them, that we do believe in them and that we don’t need to be embarrassed about using that language which 30, 40 years ago you were shunned for using that language. So I’m really optimistic and I’m optimistic that God gives me a lot more energy and a lot more years. We have a lot more to do.

Colby: 58:12

Yeah, well, I hope we both get that as well. Yes indeed so, Patricia. I always give my podcast guests an opportunity to ask me a question without notice. We’ve been going for about an hour now. We probably could talk for many more, but we should be thinking about winding this one up, but before we do, is there a question that you would like to ask me without notice?

Mrs Sheridan: 58:43

Yes, I’ve obviously looked into education in Australia and I’m aware of your national improvement framework and I was really wondering about you in terms of do you feel Australia’s education accepts, understands and is driven to meet the needs of the more vulnerable groups of young people? Are you optimistic about the way forward?

Colby: 59:18

That’s a really good question. I could speak primarily of my own jurisdiction, where there has been significant endeavour to roll out training across the jurisdiction to all the schools and personnel within schools in trauma-informed or trauma-responsive practice and what a trauma-sensitive school environment looks like. So there’s definitely been endeavour in that space here and in my neck of the woods In terms of what I think. What I would offer differently is a way of thinking about the work with the children that is tailored to the experience of each and every individual child who has experienced significant relational or other hardship. So capacity to think about and better understand what’s going on for each of those child and how they, how they each, each one of them expresses um that in their, in their outward behavior and and other aspects of their presentation, and I guess I would also a bit similar to what we were talking about before. I think it’s really important that when we deliver training about our most disadvantaged, we also acknowledge that they’re children like all the other children in the school and all the other children in the school are children just like our children who’ve experienced a lot of hardship, people that doesn’t discriminate in terms of the benefit that can flow from the way we approach the role. All that by way of. I encourage teachers and other staff within school that I have contact with to draw on conventional approaches to caregiving and relating that are helpful to all children, including those who’ve experienced significant hardship, because when we do that, that also communicates that all of the adults have within them the capacity to make a significant positive input into the lives the emotional, the relational, the psychological lives of the children. So I’m a little bit hopeful that schools and education are more interested in being trauma sensitive and responsive and indeed trauma informed.

Colby: 1:02:46

I think the difference between being trauma sensitive and trauma responsive and trauma informed, trauma-responsive and trauma-informed so trauma-aware, trauma-sensitive, trauma-responsive and trauma-informed, trauma-informed involves relationship. That’s, I think, the difference. So individual relationships. I really want to get to know you, to get to understand you. I really want to know what needs you have that I can assist with or respond to therapeutically to, in order to ensure that you feel loved, worthy, adequate, capable. I want to ensure those things and I think that, um, um, that that would be the difference from what I, what I understand to be what, what is being rolled out and what I would roll out is that I would encourage for teachers and other educational staff to have that capacity to think about, to reflect on, to understand the needs of each individual child and to deliver ways of of of relating to them and caring for them in school that help them to feel, yeah, worthy, capable, adequate, good enough.

Mrs Sheridan: 1:04:25

Yes, I think that’s why I use the term I’m possible for staff and children. Relationships are the vehicle to all healing, in my view.

Colby: 1:04:41

That’s right.

Mrs Sheridan: 1:04:44

So easy and yet so hard. I said so easy and yet so hard.

Colby: 1:04:51

Yeah, well, yes, I think, yeah, I think. Our children. The perception of many is that our children are defensive and difficult to establish and maintain relationships with. I mean our children who have been hurt and let down, and I’ve never found that.

Mrs Sheridan: 1:05:23

Yeah.

Colby: 1:05:23

I rarely have a child with whom I can’t develop a relationship and I don’t and I do it through helping them feel like they’re a person of worth, helping them feel like that they’re good enough, that they’re capable, they’re adequate. Yeah, just as they are.

Mrs Sheridan: 1:05:44

Yeah, wonderful little beings.

Colby: 1:05:48

They are. Yeah, they keep us on our toes a little as well. They keep us on our toes a little as well. So, finally, I did flag this with my Richard Rowlandson question, but I would just wonder if you have a question that you would like me to ask.

Mrs Sheridan: 1:06:13

My next, guest on this podcast. I was looking. It’s the lighthouse, isn’t?

Colby: 1:06:20

it, it is.

Mrs Sheridan: 1:06:21

I was looking at the work that they were doing and I think for me it’s about how do they create a culture in foster carers that replicates the values of Lighthouse and maintains the values of Lighthouse.

Colby: 1:06:47

Yeah, that’s a really good question. It’s an extraordinary organisation.

Mrs Sheridan: 1:06:51

I was so impressed when I read the background. It was wonderful and I’d like to pass my compliments on to them.

Colby: 1:07:02

I’ll definitely do that. Thank you, Patricia, for what’s been, I think, a really inspirational podcast chat between us. I’ve really appreciated you making the time to appear and I wish you all the best in your ongoing endeavours. Long may they continue to happen.

Mrs Sheridan: 1:07:31

Thank you. I’ve enjoyed this morning with you and I’d just like to say thank you for the opportunity, and it’s with links with people like yourself and Patrick that keep people like myself feeling strong and carrying on the work, so thank you for that too.

Colby: 1:07:52

Lovely. Thank you, you’re welcome.

Mrs Sheridan: 1:07:55

Thank you, you’re welcome, thank you.

Learning to Live with Yourself and Others: Insights from Therapeutic Residential Care, with Richard Rollinson

Sunflowers Don’t Bloom Overnight: A Therapeutic Journey

The profound wisdom shared by Richard Rowlandson in this episode offers a transformative perspective on therapeutic residential care that resonates far beyond institutional walls. With over five decades of experience at the Mulberry Bush School in Oxfordshire, Richard’s insights illuminate the essential elements of creating healing environments for our most vulnerable children.

At the heart of therapeutic communities lies a simple yet powerful concept: belonging. As Richard eloquently explains, the word “belonging” itself combines “be” (which the Oxford English Dictionary defines as a “defective word” requiring something else to make sense) with “longing” (a yearning for something unattainable). When fused together, they create something powerful – a sense of being part of something rather than apart from it. This fundamental human need drives much of the behaviour we see in traumatised children.

One of the most striking insights Richard shares is about children’s desperate need to be held in mind. He recounts a six-year-old girl who taught him that children who don’t feel held in the adult mind will produce behaviours to be “on their mind” instead – even when those behaviours lead to negative consequences. As Richard poignantly puts it: “If I can’t be in their mind, I better be on their mind, because if I’m not either of those places, I’m out of their mind and out of my mind.” This profound understanding explains why traditional behaviour management approaches often fail with traumatised children.

The Mulberry Bush School’s approach centres on creating an environment where children can “learn to live with yourself and other people.” This seemingly simple mission statement encompasses a sophisticated therapeutic practice that acknowledges how early trauma disrupts normal development. Richard uses the beautiful metaphor of “tempo rubato” from music – time that has been stolen. These children have had their childhood time stolen from them, and therapeutic communities work to give some of that time back, allowing for healthy emotional and social development.

Perhaps most relevant for mainstream education is Richard’s emphasis on the power of the word “we.” He laments that schools have a captive audience five days a week but rarely use that potential for building genuine community. By creating spaces where students can regularly reflect together on “how are we doing?” and “what’s going on?”, schools could transform their culture from one of compliance to one of belonging. This simple shift in approach doesn’t require turning every school into a therapeutic community, but rather introducing therapeutic elements that benefit all children.

The conversation also touches on the patience required in this work. Using a horticultural metaphor, Richard warns against forcing growth, which leads to weak roots. Instead, we must create the right conditions and wait, understanding that “the long-term hurt many of these children have suffered requires some long-term work.” This perspective challenges our results-driven educational culture and reminds us that healing happens on its own timeline.

Richard’s five decades of commitment to this work stand as testament to its value. The fact that former pupils still reach out years later, sometimes saying “you’re the only ones who didn’t give up on me,” speaks volumes about the lasting impact of being truly held in mind. For anyone working with vulnerable children, Richard’s wisdom offers both practical guidance and profound inspiration for creating environments where healing and growth can naturally occur.

You can listen here:

You can watch here:

About Richard:

Richard has a long association with Residential Therapeutic Communities, having worked at the Mulberry Bush School for well over 20 years and where, from 1991 to 2001, he was its Director. He was also Director, Children and Young People, at the Peper Harow Foundation, from 2001 to 2005.

Richard qualified as a Social Worker with an MSc from Oxford University in 1983, following the then Part 1 training in Child Psychotherapy at the Tavistock Centre. In 2005 he completed the Ashridge MA and training in Organisational Consulting. He has been Chairman of the Charterhouse Group of Therapeutic Communities and for many years the Chairman of the Care Leavers’ Foundation. In 2014 he became Chair of Trustees at the Mulberry Bush School, only recently stepping down from that position, while remaining a Trustee with a special brief for the links and development of the contacts with and participation of former pupils. He has published numerous articles and continues to lecture widely across the UK and Europe.

Related Podcast Interviews:

John Whitwell

Listen here:

Watch here:

John Turberville

Listen here:

Watch here:

Transcript:

Colby: 0:01

Welcome to the Secure Start podcast.

Richard: 0:04

And one of the most powerful words I believe in therapeutic residential care is the word we we. So if we encourage the sense of belonging and it’s very strong it provides an alternative to presenting disruptive behavior. Hence we always talk about you. Come to the Mooribish school to learn to live with yourself and other people that they’ve had time stolen from them, the time to be a child, to be well-grounded and rooted, and we’re there to help give them some of that time back.

Richard: 0:48

The long-term hurt many of these children, young people, have suffered require some long-term work. I don’t feel held in the adult mind and because I can’t feel I’m in their mind, I produce behaviors continually to be on their mind, even though I know it has negative consequences. It’s better for me Because if I can’t be in their mind, I better be on their mind, because if I’m not either of those places, I’m out of their mind and out of my mind. I better be on their mind because if I’m not either of those places, I’m out of their mind and out of my mind, and we have to wait and give the child the space and the opportunity to make amends for what they do.

Colby: 1:42

Welcome to the Secure Start podcast. I’m Colby Pearce, and joining me for this episode is a long-standing and highly respected figure in the world of therapeutic residential communities and practice in the UK and beyond. Before I introduce my guest, I’d just like to acknowledge the traditional custodians of the lands. I come to this podcast from the Kaurna people of the Adelaide Plains and I’d like to acknowledge the continuing connection the living Kaurna people feel to land, waters, culture and community. I’d also like to pay my respects to their elders, past, present and emerging. My guest this episode is Richard Rowlandson. Richard was, until 31 December 2019, the Director of the Planned Environment Therapy Trust and remains an independent consultant in the fields of therapeutic childcare, education and mental health across the voluntary, statutory and private sectors. Richard has a long association with residential therapeutic communities, having worked at the Mulberry Bush School for well over 20 years and where, from 1991 to 2001, he was its director. He was also director children and young people at the Pepper Harrow Foundation from 2001 to 2005. Amongst his activities in this field, richard worked for many years with the Department of Social Welfare in Portugal to support the development of specialist therapeutic residential communities across the country. He continues to work in a consultant role with several organisations in Ireland and Portugal.

Colby: 3:40

Richard qualified as a social worker with an MSc from Oxford University in 1983, following the then part one training in child psychotherapy at the Tavistock Centre In 2005, he completed the Ashridge MA and training in organisational consulting. He has been chairman of the Charterhouse Group of Therapeutic Communities and for many years, the chairman of the Care Leavers Foundation. In 2014, he became chair of trustees at the Mulberry Bush School only recently, stepping down from that position while remaining a trustee with a special brief for the links and development of the contacts with and participation of former pupils. He has published numerous articles and continues to lecture widely across the UK and Europe. Over 35 years he has undertaken numerous serious case reviews into the deaths of or serious harm sustained by children and adolescents, as well as service inquiries into organisations providing care and treatment for vulnerable populations. He was also involved in the Commission of Inquiry into Historical Child Abuse in Ireland and contributed a chapter to the final Ryan Commission report in 2009. Welcome, richard

.Richard: 5:10

Colby, thank you very much. I was just thinking I’d like to meet that guy sometime.

Colby: 5:14

It sounds quite interesting. Yes, Well, of course, our podcast guests will never know what a hash I made of some of those sentences. With the magic of recording and editing, I can make it sound perfectly seamless. And also I’ve just discovered that my editing software with AI involvement allows me to look as though my eyes are on the camera the whole way through as well. So that’s good as well. Yeah, Technology when it works it’s wonderful it is, it is. Was there anything else that you might wish to add to that bio?

Richard: 5:58

No, I think the bio is accurate and truthful is accurate and truthful. I think what it offers is a sense of structure that when going through it, living and working through it, sometimes didn’t feel that way. It sounds like everything was done and actually the experience is sometimes just getting on and getting on and other times the experience is sometimes just getting on and getting on and other times really just trying to survive and that sort of evens it out in a framework. So, while it’s true, the truth as anyone who’s involved in very close working with troubled populations and managing oneself in those can have a very different feel at times. So it is interesting to hear an introduction in that way and then have this sense of it was a very interesting journey, sometimes in the Chinese curse sense may your life be interesting look, as you were saying that I was just.

Colby: 7:04

I was also thinking to myself that about. You know, over a long career, we we becomes um immersed in what we’re doing in the here and now and we’re not necessarily uh spending a lot of time thinking about what’s gone before or what may come uh in the future. So my career hasn’t been as long as yours. I’m only in decade number four. We had a little catch up a few weeks ago before when we were talking about doing this podcast, and am I right in thinking that it’s been a 52 year long history of association with the cotswolds?

Richard: 7:49

not with the mulberry bush. Yes, I mean the cotswold, yeah, the mulberry bush. We always had good links with the cotswold community. And and of course, you’ve spoken to john whitwell already, someone who I greatly admire, and he was quite an important person to many of us in this sector.

Richard: 8:11

His capacity to contain anxiety really percolated through the community and went beyond the dispersal of Cotswolds people to other places. And of course the real link was Mrs Dr Drysdale, the founder of the Mulberry Bush was also the consultant for a number of years to Cotswold community too. So there are these links. But it’s right, yes, I arrived at the Mulberry Bush on the 8th of October 1974.

Colby: 8:50

51 years ago.

Richard: 8:51

Yeah, yeah, and I always remember that because it was a child who started that day as well.

Colby: 9:00

Yeah.

Richard: 9:00

And all these years later, we’re still in touch.

Colby: 9:03

Oh, really, that’s wow’re still in touch.

Richard: 9:08

Oh, really that’s wow yeah.

Colby: 9:08

Yeah so yes, it’s remarkable. Tell us a little bit about I mean, I’m sure many people who listen to this podcast will know something of the Mulberry Bush School because it’s had such an incredible history and long history, starting as it did by Mrs Drocker Drysdale and her husband. But perhaps if you could tell me a little bit about, or tell us a little bit about, the work at the Mulberry Bush School over these past decades that you’ve been associated with it, In many ways its emergence was out of a social and international experience of disorder and disarray and danger and risk, namely World War II.

Richard: 10:10

And at the start of World War II, very briefly, because it’s a long and interesting story Mrs Dr Drysdale, who was a housewife, opened up a nursery and playgroup for families in the locality in Oxfordshire urban centers. Because of the bombing, she found herself giving shelter to a good number of individuals and what emerged was the people who were organizing the evacuation, and Donald Winnicott was a consultant to that process, though she didn’t meet him, then consultant to that process, though she didn’t meet him. Then they discovered that Mrs D seemed to have a much greater ability to contain and maintain those children who found it impossible in many other places and had been moved on and moved on, and moved on, and even when they went home they weren’t able to remain there. The dislocation was so great and it really emerged from there. So that was during the war. But by 1948, she was left with 28 children, all of whom were not able to return home, either because there was no home to return to, or actually they just weren’t felt to be and didn’t feel to be a part of those home bases anymore, and so she found a place here in Oxfordshire where the Mulberry Bridge School is now, and so she found a place here in Oxfordshire where the Mulberry Bush School is now, and they moved sometime.

Richard: 12:25

A charity wasn’t even a charity then was from 1948. Though the story goes begins earlier than that, and the reason it’s a school is twofold, one of which is every child, wherever they are in the UK, has to be registered in a school. And so it was a school, even though it was a particular kind of school, and we’ll get to that, I’m sure. But the other thing was, instinctively and intuitively, mrs d knew that it would be of no help at all to children to become emotionally whole and wholesome, insightful, if they didn’t have the educational experiences and capacities that many of their contemporaries would have, and so she was very committed to that, but also committed to the particular nature of the school they needed. So that’s a bit of the history of how we got there.

Richard: 13:34

And right from the start, the educational experience was primarily emotionally led, with a population of children who had been so damaged by the presence of some treatments and the absence of others that they hadn’t been able to live with themselves or with other people. Hence we always talk about you. Come to the Moorooish school to learn to live with yourself and other people Living to learn learning to live. The words come easy, but it’s not glib. It’s a foundation to the reality of what children have needed and how they have to engage with themselves and being helped to do that and discover themselves as part of that process. So, as you can see, I can go on.

Colby: 14:32

Well.

Richard: 14:34

I was going to.

Colby: 14:35

I was going to look. I’m a history buff outside of psychology and I love hearing these, these stories about, and have done a little bit of reading actually about the history of the Mulberry Bush School and the work of. I’ve never heard her referred to as Mrs D before, but definitely as Mrs Docker Drysdale.

Richard: 14:58

Yes, yes.

Colby: 15:01

Rarely. I think I got corrected by referring to her as Barbara or gently corrected at one stage.

Richard: 15:08

Yes, yes, well, actually it’s interesting, cotswold, she was always Mrs Drysdale.

Colby: 15:14

Yeah.

Richard: 15:15

At the Mulberry Bush. She was Mrs D, but she was always the same person.

Colby: 15:21

Yes, yes, yeah. So you arrived in 1974, 1974, and over that time, that that span of involvement, which is, uh, 50 years, um how, how, what, how has it evolved as a school and as a mean? It’s really a therapeutic community with a worldwide reach these days.

Richard: 15:49

A colleague of mine and, frankly, one of the influences for me and on me of my work is Adrian Ward, and he was a colleague when I was teaching at university and for a brief interrenium in my time at the Mulberry Bush and we were reflecting upon what is the particular enduring nature of the Mulberry Bush and it really matched something that Mrs D and Winnicott were very keen on, this notion of always becoming. So the Mulberry Bush did not emerge you know who is it like? I’m trying to think of the God that sprang from Zeus’s brow, all fully armored and things, but it didn’t emerge fully formed, it was always becoming and it was opened to becoming and continues to this day to be open to becoming, which is not just keeping on keeping on, though that’s important it is seeing opportunities for further growth and development, not simply in service to itself, but in service to a commitment to a task to help other people who are troubled and at times troublesome, find a way through to a different way of being.

Richard: 17:23

And that’s the real continuity. And so it built up. Over times, and even during my tenure as director of the Mobley Bush, people would talk, sometimes in rather rarefied ways, ourselves included, about the therapeutic community and the therapeutic task.

Richard: 17:46

And that was important. But equally, there were times where I would acknowledge, look, if we were only to identify ourselves as a therapeutic community because things are going so well, I’d have to have a buzzer on my desk and press the buzzer sometimes to cease being that because we were in total chaos. That was part of the work. Part of the work was supporting functioning and development and managing breakdown, but in a way that made a difference, and so that’s really the task. And we would sometimes begin to go a bit off course and, in a culture and an environment where inquiry was at its heart, there was always, thankfully, someone to say hang on, I’m a bit concerned, what is it that we are doing? I’m a bit concerned, what is it that we are doing?

Richard: 18:45

And even the children sometimes would say to the grownups that’s not fair, we don’t do that. And we’d have to listen and we’d say yeah, okay, and we would think about what was going on. That was making us, you know, be a bit too controlling of things. So open communication and genuine discourse and dialogue was really, really important, and it could easily be quashed and squashed, not consciously, but with this anxious belief that everything had to be orderly. No, we don’t welcome breakdown and disorder the mulberry bush doesn’t do that even now but we accept it as part of the work that will help us regain an equilibrium where we are all together in our thinking and growing and learning, and not just the children in our thinking and growing and learning, and not just the children, I often say.

Colby: 19:50

People in my work. People talk about conflict as a bad thing and many of the children I work with they lose relationships where there’s conflict and conflict has been such a negative experience for them. But I’ve always held the view that conflict is really important, Disagreement is really important.

Richard: 20:14

And excuse me sorry. You can see I get enthusiastic. That’s all right.

Colby: 20:18

It’ll happen both ways, but how else will children learn that relationships will persist after conflict?

Richard: 20:30

Yes, exactly, and things can be mended with the commitment of all. And we’ve had a number of former pupils come back, sometimes years after, and and two themes, but really the same, one of which the communication is I don’t know how you ever put up with me. I was outrageous, I was this, that and the other. And you say well, actually you really weren’t as bad as you think you were. You gave us a run for the money. That’s fair enough, but there was always something about you that let us look after you and care for you, and you made good use of it. And the other one is and this is, you know, quite a sad observation a number come back and say I come back to you because you’re the only ones who didn’t give up on me yeah, that is a sad observation yeah yeah, it reminds me of a young person who said to me once Colby, do you know why I keep coming to see you?

Colby: 21:41

And I thought about it and I thought I said to them well, that would be because I guess you have the experience that I really understand you and I help you. Oh no, she said I keep coming to see you because you’re the only one who’s stuck around.

Richard: 22:05

Well, there is that, and really that’s such an important communication Stuck around.

Colby: 22:13

Absolutely.

Richard: 22:19

But not forcing ourselves on them, but them knowing they’re available. I still only live less than a quarter of a mile away from the Mulberry Bush, and that was my mistake.

Colby: 22:25

That was my mistake Earlier. For some reason I got Cotswolds stuck in my head instead of yeah, in Oxfordshire, there near the Mulberry Bush School. Yes, that’s what I was trying to say. You’ve been part of the community fabric as well as the community. Yeah, indeed, yes.

Richard: 22:46

Mind you, our son’s take on his childhood and youth was he was being held prisoner in a rural gulag because he was always a city boy, but actually he does. He did acknowledge that his childhood was okay. So it’s a lovely village and, if you like villages, and I grew up in new york city, so I’m quite happy having had my city time to be in a rural environment, so so how did you find yourself there, having grown up in New York City and people will notice the accent that has persisted.

Richard: 23:18

Indeed. Well, you’ll probably have to buy the first 14 volumes of my autobiography for the full story. But briefly, and this is relevant, ultimately, I spent four years in a seminary studying to be a priest. Thankfully, I was rescued by two Susans from a life of celibacy and I left the seminary and I was rather wandering while being a perpetual student. And I was rather wandering while being a perpetual student and I saw an advert for study abroad, in the UK at City University of New York.

Richard: 24:06

I thought well, long story short, suddenly, in the September 1970, I was over there in England and I liked it so much, I asked if I could stay and they said yes, there in England, and I liked it so much, I asked if I could stay and they said yes. And in fact, my girlfriend then, who’s now my wife? She had heard about the mulberry bush and in 1974, I drove her down for a visit. I was signed up as a PhD student and we visited it for a weekend and it was fascinating. It was much more interesting than social and economic history, and we both ended up staying 52 years ago 54 years ago.

Colby: 24:47

Say that again 52 or 54 years ago, 54. 52. No, it’s 74.

Richard: 24:53

Yeah, 74, yeah 74 74 sorry, yeah, yeah it was a long time this is not the maths podcast and, as they say, and the rest is history and hysteria but uh yeah, it was just so interesting and I hope this isn’t premature I always puzzled over what attracted me so much to the Mulberry School the day I walked in to it, and it is a very lively environment and it was very different from any other space I thought I’d encountered, from any other space I thought I’d encountered. Only after it’s really only been within the last 10 years, I realized what the connection was between being in a seminary and being at the Mulberry Bush, and it’s not a religious or belief-based thing, it’s the actual experience of living and working, not just in a group but as a group. That’s the link. And while the religious vocation wasn’t there, there was some kind of call.

Richard: 26:05

I felt to be a part of a culture and an environment where really living, to learn and learning to live as a group was important. And, as we know, learning can be sometimes painful, certainly for the children. But there are a number of cringe occasions in my own experience where I had to see myself as others saw me and it wasn’t quite the image I like to have of myself and I said, oh yeah, did I do that? Did I say that? Oh god, so it is really about learning and being open to it.

Colby: 26:48

Yeah, so and you you mentioned earlier when I, when I botched um the, the locations of, mentioned the cotswolds, but you did mention john whitwell as um, a colleague and and someone that you, um drew, had tremendous respect for, and and um yes drew inspiration from, and were there other along the way? You also mentioned another fellow who Adrian Ward. Adrian Ward, yeah. Have there been others as well?

Richard: 27:23

Yes, and in fact I mean the Cotswold community is quite significant and when I was still green behind the ears, or whatever the phrase is, I visited the Cotswold for the first time when Richard Balberny, its founder, was there and he was totally terrified and intimidated by the force of himself and his personality. And Mike Jenks was the deputy at the time and he took me under his wing, so to speak, on that occasion. We kept in close touch and he and several other people were quite instrumental in supporting my learning and understanding and my leadership. He was very key there. He passed away some years ago now and I was really really saddened by it because he was such a fine person. John, who had succeeded as the leader of Cotswold community, was there as well. So these were key people.

Richard: 28:29

But I was very well looked after in my early times at the Mulberry Bush by some of the staff there. John Armstrong, who was the head, was very clear you know real Scots clarity who was very honest with the children and very committed to them, and many of them still hold him in very high regard. But there was the deputy Roger and there was this occasion and I think it was about the first month that I was at the Mulberry Bush and breakfast was at 8.30, and at 8.29 and 30 seconds the group of children I was working with I think one had a sock on. The others were frankly, to use the clinical term, bare ass naked and bouncing around. And Roger came through and he said is this the way you’re treating Richard? You know he’s new. That’s no way to treat him. Come on, you guys. You know breakfast is downstairs. Now Get ready.

Richard: 29:36

I didn’t know whether to hug him or punch him in the nose for making me look bad you know, but it was those kinds of experiences of communication, naming something, and I thought I’m never going to be able to do that. How do they do that?

Colby: 29:50

And I thought I’m never going to be able to do that? How do?

Richard: 29:52

they do that. What I learned over time, thankfully, is the children need the grownups to be direct and honest with them, to name things, not blame. To name things and say this is not how we do it, and on they go. So it’s. You know, there is a period of survival, but while you’re surviving I think it’s a much more widespread experience than simply my own we’re learning to use ourselves, including those occasions where we do have to see ourselves as others see us for better or worse.

Colby: 30:29

So that’s the real culture of inquiry that is sometimes talked about yeah and in, and one of the things that I’ve been quite interested in on this podcast has been the conversations that I’ve had with leaders talking about the importance of having mentors whilst they’re leading organisations.

Richard: 30:54

And.

Colby: 30:55

I noted in there that you did mention that you had people who, even through those years that you were leading the Cotswold community, who were really important to you as mentors.

Richard: 31:11

Yes, well, I was leading the mulberry bush linked to the Cotswold community. But yes, they were there.

Colby: 31:18

Did I say the Cotswold community again you did yeah.

Richard: 31:22

But they were readily available and it felt collaborative. But there were times where I could honestly have my L plates on. You know, the learner driver, the learner leader, and it would be okay because they were recognizing that you know from their own experience the experience one goes through through. And you know, yeah, yes, I’m very grateful, which is why in more recent years, I’ve been very committed to supporting other people doing this work, you know, here in the UK, in Portugal and in Ireland, because I felt so well supported in doing the work and continuing to do the work. And you know what’s that word Bearing the unbearable, because it can be, as anyone in the work knows. It can be unbearable For us, just as for the children, the young people, the adults in any environment that seeks to be therapeutic. You don’t quash the feelings and squash them.

Colby: 32:38

You inquire, but it’s easier said than done and you need someone to hold space for you.

Richard: 32:44

Yes, yeah, hold space for you, just as as we hold space for the children well, it’s interesting you say that, because it is exactly the same thing and let’s see, I’ll use it. Kirstie, I’ll call her. If I use another name, ignore it.

Colby: 33:04

I can do some fancy editing.

Richard: 33:07

She taught me at the age of six a very important thing, which is I said to her social worker oh, I’d like to see her and speak to her to see if she wants to come to the Mulberry Bush. And the social worker was horrified why do you want to talk to her? We can’t get any sense out of her. That’s why we’re referring her to you. I said, well, okay, but the work has to start here and so I’ll do it. And she told me this very convoluted story, kirstie, and it involves snakes wrapped around ankles and things.

Richard: 33:46

But in the end, when I thought about it and reflected upon it, when I thought about it and reflected upon it, what she was saying was I don’t feel held in the adult mind and because I can’t feel I’m in their mind, I produce behaviors continually to be on their mind.

Richard: 34:13

And even though I know that has negative consequences for me, I mean I’m interpreting it. She was only six, but this was the message that she needed me to hear. Even though I know it has negative consequences, it’s better for me, because if I can’t be in their mind, I better be on their mind, because if I’m not either of those mind, I better be on their mind, because if I’m not either of those places, I’m out of their mind. And out of my mind, no mind, no minding. So it’s quite interesting that we have this role in the UK called childminders, and it’s just used as a term and it’s sometimes a very undervalued and always underpaid role. And yet childminding holding the child in mind, is the real important dimension of all the practical ways we have to go about making sure that children are well fed, well cared for, well looked after and all those things minding the child.

Colby: 35:22

Yeah.

Richard: 35:23

Yeah.

Colby: 35:24

As we were just speaking about beforehand.

Colby: 35:30

Being held in mind as a practitioner in this space is very important, and it reminds me of something a previous guest on the podcast, simon Benjamin, said.

Colby: 35:48

Now, you may or may not remember him, but Simon actually worked at the Mulberry Bush School for a period of time around 2010. And I think I might have mentioned this to you in our previous conversation, and he is an Englishman. He came and worked in Australia for a while, from memory, went back to the UK, worked at the Mulberry Bush School. While he was there, he met Adela Holmes and Susan Barton and they’re two people of high repute in the therapeutic communities sector in Victoria our adjoining state, communities sector in Victoria our adjoining state and he met them and showed them around and ultimately came back to Australia and worked for them separately, separately, at the two organisations they came from. Anyway, simon does works as an independent consultant these days, but he said something which I think um which I think captures at this little part of our conversation, and that is, he said, what we do, um for the children we need to be doing at all levels of the organization.

Richard: 37:05

Yes, Mm-hmm, mm-hmm. Yes, I look forward to meeting him sometime.

Colby: 37:15

You can watch his podcast at the very least.

Richard: 37:19

Yes, yes, I’m trying to think of you know, there are some. I think it was Goethe who called them eternal verities, mm-hmm Goethe who called them eternal verities. And you know, what Simon is saying is very, very true and it has been long recognized, even if not regularly or sufficiently honored. But I’m trying to think of the Latin phrase. I studied Latin for 11 years and it’s quis quis custodes custodiet, who looks after those who are looking after, and and that’s really so, you know, we’re talking about over a millennium or two millennia of human existence. It’s recognized and still sometimes ignored or honored in the breach.

Colby: 38:14

Yeah, that’s another goodness, richard, you’ll get me off on tangents as well. Another I was speaking to another person from just having conversation with him last night, from the UK, paul Van Heeswijk.

Richard: 38:31

Oh, yeah, I know Paul.

Colby: 38:33

Yeah, who also worked at the Cotswold community as a consultant after Mrs D, and yeah, anyway, I’ve lost it. It came and it went.

Richard: 38:46

Well, it was something about providing, making provision for the adults in the work in ways that supports them, so they are able to support, within that fashion, the children and young people or the prisoners in TCs, within prisons together. It is something about having the experience and the discipline. You know we’re talking about something about having the experience and the discipline. You know we’re talking about something about naming things and inquiring into them, as if this is such a wonderful thing. It’s the best thing to happen to be faced with a space inhabited by others, together with them, to look at what they’ve been doing. And you know, occasionally at the Mulberry Bush, you know, I would say to a child Do you see what you did? Did you realize that Ricky’s crying because you hit them and they give you that look, the look. What’s the look the look is? It encapsulates communication. Why are you bothering me talking about this? Yeah, I hit him. Where was anybody when I was being beaten to within an inch of my life? Where was anybody when I was being neglected? And now you’re picking me up because I smacked ricky, who probably deserved it. Forget about whether he deserved it or not. No, if we got what we deserved, god help us.

Richard: 40:34

However, you could understand these children saying it’s a completely alien culture. We’re inviting them to join because they need it, but we ain’t going to be thanked straight away. We’re certainly not going to be thanked. But we ain’t going to be thanked straight away. We’re certainly not going to be thanked. The amazing thing is how often we are 10, 15, 20, 30 years later which is good and still taken to task on occasions for things we did or didn’t do in a way. But it is that thing that we need to recognize how much we are asking while trying to give something that will be essential, and we need the space to name things, to reflect on things, and hopefully we have enough of capacity to do that.

Colby: 41:28

So I think that continuity and what you’re saying from simon is is really quite key yes and I and um, which led you into to the, the quote in uh latin, which led me to reflect upon um, uh conversation with paul van heswick, um, last night.

Colby: 41:49

But also it’s something that Patrick Tomlinson and I have talked about a number of times, which is, I guess, one of the themes that really underpins the reason for this podcast, which is the number of times, after a long career or at least you know, a longish career that we, we realize, we come to a realization that where we were, where we are now, others were at that same place at some point in time before us.

Colby: 42:28

Yeah, and so it’s. It’s kind of like the way that, uh, I put it in to words is we, we already knew that, or we always knew that. So you, yeah, and you were saying you know, back in 2000 years ago, people knew that about needing to look after those who look after, and I think, um, that that’s really part of why this podcast, you know, one of one of the main reasons for this podcast, in a way, is because I think, if we spend as I have on my first, I’m the first to put my hand up and say I’ve spent 30 years getting to this level of understanding that I am at now, yet only to find that, you know, there were a plethora of other people who reached that level of understanding before me and that’s in the end.

Richard: 43:21

It’s reassuring because one of the Mobley Bush trustees, early on when I was the director, he had been there for a while. Uh, ian blair his name was and he he gave me two phrases. One of them was people need reminding much more often than they need telling, and I I’ve never forgotten that because it’s something about recognizing that and how it opens communication If we are reminded. Let me remind you of something. I know, you know it, but let’s remember together and I think too often telling people can be experienced as telling off.

Richard: 44:17

And Mrs D was very, very keen. We never had a culture where we would impose acts of restitution on children, because she made very clear she said too often restitution imposed by adults is really retribution by adults and we have to wait and give the child the space and the opportunity to make amends for what they do. And I remember I’ll call her Lulu again if I say a different name but totally chaotic behavior, this, that and the other thing. And in the end I said okay, time to go back to the house and she said you’re not going to make me do anything.

Richard: 45:13

And I said no, no, I mean, the important thing was we interrupted what you were doing. That couldn’t happen, but you know it’s down to you to think about what you might want to do. And a couple of days later she said would anybody like a cup of tea? And you know there’s four or five people. Yeah, ok, she made a cup of tea. And you know there’s four or five people. Yeah, okay, she made this cup of tea.

Richard: 45:35

Meanwhile my heart is in my throat because she was a slight thing and she’s carrying this tray. But you know you have to tolerate anxiety and uncertainty sometimes. And she brought it out and really that was her way of making her own restitution for having undone some things. She now did something for others and you know it’s a small everyday thing but it’s hugely significant. That’s why living to learn, learning to live in and as a group, offers these opportunities through the ordinary unfolding of a day, a week, a month, australia with a profile. Their grasp of time and its passage is very often, for some time at best, tenuous, and the structure and routine of a day can be a a very, very therapeutically powerful feature that gives some sense of the structure of the day. It puts a boundary around things and defines space. It’s not a barrier, it’s a boundary that defines space. And I remember after I’d been there God, it was at least a year.

Richard: 47:11

Anthony comes up to me, one of the children. He says Richard, are you a grown-up here? I said yeah, anthony. He said oh sorry, I thought you were a student. Why are you here? Why don’t you just go get a job? I said Anthony, why should I go get a job? I mean, I’m here at the Mulberry Bush, we have great times together, playing, we have fantastic meals and everything. I’m not going to go out and get a job, I’m going to stay here with you guys. Oh, okay. So you know the nine-year-old child catching up something and said oh, that’s what we’re here for. It’s not work, mind, we are doing hard work, but uh, it’s.

Richard: 47:56

You know, it was good to know that he had this sense of people being together.

Colby: 48:00

That was a task you’ve talked about, um, so the outcomes, when I when I was going to ask you about a question about outcomes, but you’ve talked about the importance of learning to live with yourself and with others as an outcome, and do you think that that’s something that was regularly achieved?

Richard: 48:30

I think there are always differences in degree, always. And there was a very famous beer commercial years ago for Heineken, and it was Heineken reaches the parts other beers don’t reach. And I have to acknowledge, for some children they didn’t have the Mulberry Bush equivalent of the Heineken effect. I don’t think many children went away feeling entirely unhelped, but you know, quite a few children were able to do dare I borrow a phrase good enough, good enough for yeah. And it gave it gave them the capacity, two things to do more than just survive, having moved on, as I had to, eventually. But also it opened them up to an understanding that, you know, their life doesn’t have to be the reproduction of sameness. In other words, the traumatic experiences and events that they suffered in the past and that overwhelms them in the present does not necessarily have to be sorry, have to be the outcome of their future. It gives them a hopeful expectation, yeah, that things can be different and a bit better, and that they’ve had an experience of being able to use other people to assist them to learn, change and grow. So I think that’s really an important change. So, even for some of the ones that we didn’t quite do, good enough for, a number of them have been able to make future use, yes, of people and service.

Richard: 50:45

And and again it’s going back to that thing about mind. There is a healthy mind available if one can can find it, and sometimes not easy in our society. The dangerous mind of the street is much more prominent. I mean, over here in the UK. It’s hilarious. There’s regular things about, oh, these out-of-control youths and things. In the last 15 years over 80% of youth services has been closed down. I’m not making a particular political thing, it’s just the reality. It’s all closed down. And what’s available? What’s available, much more available, is the dangerous mind of the street to belong somewhere. And so those people who you know they’re not going to fall down and bow down and say, oh, richard, thank you so much for all that you did for me. I’m waiting for that to happen someday. It hasn’t yet, but there are ways of recognizing that they experienced something that gave them at least, as I said, a hopeful expectation that things for them can be different, yeah, yeah.

Colby: 52:04

So there’s a bit of belief and you do do, as I mentioned in the opening, you do do the follow-up contact you with, with former pupils and, yes, um, and you also have former pupils who initiate contact, uh, with the school and reconnection with the school.

Colby: 52:31

And one of the things I’ve noticed about my own work is that it’s not always the case that the outcomes are achieved. You know, in the time that the young people are engaged with the service, the young people are engaged with the service, but those, as you have rightly put it, it is introduced possibility to them and that can be realised years down the track. Yeah, and I think that’s. Do you think that, given that not all children who have experienced relational trauma, trauma in the home, can be in a therapeutic community like the Mulberry Bush School and are, in fact, still trying to find their way in mainstream education settings, and mainstream education settings are trying to respond to their needs as best they can, do you think that there’s anything particularly that was able to be delivered at the Mulberry Bush School that could be rolled out in mainstream education settings to support these children?

Richard: 53:44

Yes, and not only just support these children and I understand there’s a particular population but support all the children and young people in school. It is an enduring source of regret to me that schools state schools, private schools have a captive audience five days a week, for I mean, god, I don’t know how many weeks they’re in education, but you know what I mean 40 odd weeks, yeah.

Richard: 54:17

And they’ve got them there. And that potential capacity is rarely used. Too much is focused on the over concrete performance. And look, I’m a big fan of reading. I always struggled with maths but I knew it was important. My father was an accountant. I mean, he was happy with me. In a lot of ways he must have been disappointed with me about math. So all these educational dimensions we’ve already covered. We recognize them and it’s important.

Richard: 54:48

But, my gosh, surely you’ve got an environment where people can be together once or twice a day, three times a week, where you know the real focus is how are we doing, what’s going on? And one of the most powerful words I believe in therapeutic residential care is the word we, we, how are we Actually? What’s going on? We don’t usually do that. We don’t need to do that. When things are difficult we can do it a different way. That’s readily transferable to schools, not just for behavior management, but for that sense of being a part of something rather than a totally reluctant, you know, dragged in for what they have to do and create disruption there’s something about. Is this how we want to be here? It is so grossly underused in our culture of education, and I don’t mean turn every school into a therapeutic community. That would be perverse. But it is providing a space where people can be together and just think together about how we are.

Colby: 56:12

Yeah, and it’s, it’s a very powerful thing, readily transferable and it highlights the importance of the language that we use.

Richard: 56:21

Indeed yeah.

Colby: 56:23

And also to me. It sends chills down my spine when I think that often one of the more common ways of schools where I am and I’m presuminging in many jurisdictions, if not all around the world is is when children, when the school is having significant deal difficulty with managing a child, then they exclude the child from the. We yes and and, and they set them apart as a child, apart, and then, of course, if they don’t feel part of the community, then they won’t conform to the standards of the community.

Richard: 57:13

Yes, it’s this sense of belonging, yeah, belonging. And what’s the word um? Unconditional, but not necessarily uncritical. You know, we will name things, we will, you know, call some things out if we need to, but it is all in service to belonging, which is, you know, one of those interesting words of mine. My favorite book is the Oxford English Dictionary based on historical principles, and I have to have a real copy of it because it’s online now, but I have to have it. And the word be is a very interesting one. A defective word is the definition, the first definition of the word be in it, and because it needs something else, it’s incomplete. It needs something else to make sense, even to be or not to be.

Richard: 58:14

It is very explicitly present the presence of hamlet in that thing for me to be or not to be, and of course, longing, which is a yearning, usually after something or someone, that is unattainable. If not ameliorated, it will become. I’m trying to think of the right word now. I’m having a senior moment, but it makes it worse and worse till you just become depressed and disconnected. But if you put be a defective word and longing together, you create something, you forge something, and it’s about belonging, being a part of something and some others, rather than apart from. So, as we know, in atomic theory, fusion, putting things together creates a very powerful bond, and fission breaks the bond and creates terrible things. So if we encourage the sense of belonging and it’s very strong it provides an alternative to presenting disruptive behavior that reproduces the same thing. You’re out.

Richard: 59:38

Not for the first time in your life. Probably, and probably not for the first time in your life, probably and probably not for the last time. It continually happens because there’s never been enough space to hold the presence and make someone feel they belong and, as you will know from attachment and attachment disorders, it is sometimes you can get in too close as well as other times far away. So it’s about emotional and social distance regulation a good enough connection, as winnicott says look, I could speak to you for hours.

Colby: 1:00:17

We, we just had a a bit of a break at this end, uh, in transmission.

Richard: 1:00:23

Um, oh, that’s okay, um I thought you were looking at me with complete puzzlement because I was going off on one.

Colby: 1:00:32

No, um, actually the internet’s been pretty good for most of these podcasts, so, um, look, I could. So, look, I could sit here and talk to you for hours, but perhaps we don’t have hours, at least this time. There’s a couple of things that we’ve been trying with the podcast. I usually give my guests an opportunity to ask me a question without notice, and we’ve also just started to bring in the notion of the current guest asking a question of the next guest. So we’ve got three parts here We’ve got. Is there a question you’d like to ask me? I’ve got a question from my most recent past podcast guest and there’s an opportunity for you to pose a question that I can ask my next guest. And given that time might be a little bit against us now in in those, those seminal words of meatloaf, two out of three ain’t bad. I wonder if we go with two out of three of those, because I’m wondering if we just perhaps unless have you got a burning question you’d like to ask me, or shall we save that for another conversation?

Richard: 1:02:04

well, look, let’s save that for another. You know, there’s always things I can be curious about, but I think in the context I’m happy to save it. It’s not burning.

Colby: 1:02:12

Yeah, yeah, yeah the, the my most recent past podcast guest. Podcast guest was a fellow named Andrew Isaac, who I’ve known for more than a decade and he heads up BSN, social Care and the Children’s Services Development Group, and his question was is there a tipping point or is there something that you notice while working in a therapeutic school that really gives some sense of the capacity to reintegrate into a mainstream school or back into family successfully, or are they going to be um reliant on on a kind of a congregate environment for their care and schooling going forward?

Richard: 1:03:12

what kind of environment I missed congregate or a congregate or group group environment. Oh right, yeah, yeah, okay, yeah, um, oh right, yeah, yeah, yeah. Self and engaging with them about you know, here’s the now and what about the future, and they will find ways to let us know. So it it really is. The whole of the treatment experience is geared for not just being here but actually being elsewhere. But we’re here for now and I guess, from my experience, my counsel would be let’s not be too quick to jump to a decision either way, and it’s always well.

Richard: 1:04:22

It can often be a finely balanced decision and we have to be opened to what the child or young person is telling us in words and also in the way they behave. Yeah, I’m sorry, andrew, I can’t. There’s much more we can say and I just think the lived experience and the relationship we have with the children and young people will help us support the other thing Ultimately, the mulberry bush doesn’t decide, it advises, and often the advice is heeded and acted upon. Sometimes it isn’t, and sometimes it goes quite badly wrong. Other times it seems to have gone well enough. So we have to do the best we can, or, given all that we know, think we know and hope for this person and never send somebody to something that we know is going to be a total breakdown. But you know it’s we got to let go sometimes.

Colby: 1:05:39

I’m reminded of the conversation I had with John Whitwell, and I believe he was quoting Winnicott when he was talking about Winnicott seeing children as like bulbs. Okay, you know, the growth is within them.

Colby: 1:05:57

They just need the right environment to thrive. And I think and then linking that up with what we were touching on earlier, which is sometimes, we see, let me backpedal one little bit is that I think part of being a parent, part of any caregiving endeavour, is a bit like being a a farmer who raises crops, yes and uh. So as a farmer, you prepare the growing environment, you till the soil, you, you remove the weeds, you, you then seed the field and you pray for rain and you wait. And of course, part of the growing environment is you have fences and other things, but every now and then pests get in and other adverse influences get in that we would prefer didn’t.

Colby: 1:07:05

But the main thing is that parenting is a bit like that we put in what we put in and we wait, and sometimes in an ordinary family environment, we wait nearly two decades in many respects, to see the outcome of our endeavour. So I do think in this space, of course it’s fantastic if you can see and people always want to see, they want to see progress, they want to see outcomes achieved, they want to see results. It’s fantastic if you can see progress. I want to see outcomes achieved, I want to see results. It’s fantastic if you can see them. Yes, but you have to remember that children are like bulbs.

Colby: 1:07:47

Yeah, and you know, the growth is within them, in the right environments for them. And, yeah, and the growth can happen at any time, and that’s often enough our experience, is it not? When we hear from people that we’ve worked with in the past that things have clicked at some point? And, as I was saying to you earlier, I only had a lad ring me today. I crossed his mind and he thought I must ring colby. He thought I was retired. I might have been retired already, uh, but he rang and uh, he just rang to let me know how he was going. And when I first met him I won’t, yeah, when I first met him he was in a very bad way and, yeah, his life, he’s doing very well in his life now.

Richard: 1:08:46

Oh, that’s good, that’s fantastic. And I think what you talk about you know, that kind of horticultural, if you would. To broaden the thing perspective, it’s terribly important. The long-term hurt many of these children, young people, have suffered requires some long-term work and a lot of it is not forcing growth. So my eldest granddaughter, when she was three, nana went with her and they planted some sunflower seeds and for the whole of the rest of the weekend she would go out squatting over the pot waiting for it to grow. You know, a bit like Jack and the Beanstalk and you know how to be explained to her. It takes time and it will come up and you have to nurture it in the way you were talking about Colby. But it is also true If you force growth, you know the sunflower will shoot up but it won’t have a well-grounded rooting system and it’ll be too thin because it was forced and it will fall over. It was forced and it will fall over. So we have to do just as you say and create that horticultural mind.

Richard: 1:10:10

And you know, I like music. I’m not very good at it, I’ve never played a musical instrument but I I learned a bit from others about it. And there’s this phrase tempo robo in music, in a piece, in a conductor, and they’re not there to tell the score it’s to interpret and they do it. And sometimes, if they pace things up, what a good conductor recognizes is they’ve stolen some time. A good conductor recognizes is they’ve stolen some time and the piece has to be given it back so that it is a full, complete, healthy and helpful expression of the musical score. And it’s the same with these children, young people. Yeah, they’ve had time stolen from them, the time to be a child, to be well-grounded and rooted, and we’re there to help give them some of that time back. So we’re conducting something as well and again, to be good enough.

Richard: 1:11:14

It might not be the most beautiful sunflower in the world, but it’s well-grounded and it has the potential to come out with that beautiful sunflower head, and this is what we have to wait some time for.

Colby: 1:11:30

We do yeah, yeah, we wait. But what? While we wait, we hold, we hold space for that.

Richard: 1:11:37

Yes, yeah yes, yeah, I could say more, but I absolutely we’ll have to.

Colby: 1:11:45

We’ll have to do part two and part three at some point. I I’d be very um keen to have you back for another chat if, if you feel like, feel up to doing it, I’d be up for it.

Richard: 1:11:55

Yeah, you’ve been very kind and uh, warm and you know listening to me.

Colby: 1:12:01

Well, you know what I like talking to adults, because I talk to children all day. There you go, I do talk. I talk to their carers as well. So you know, the podcast has been a fantastic experience for me too.

Richard: 1:12:21

I have a wonderful quote from Václav Havel, who who spoke about hope, and you know the challenge and the opportunity of it. And I guess I’d be curious of her, about, you know, in the current circumstances globally UK and Scotland based. Where is she feeling hopeful? Yeah, as general as that, in terms of the world of work that we’re doing and the vulnerability and the potentials for young people.

Colby: 1:12:52

I think that’s a great question, yeah, yeah, well, thank you for that, richard, and thank you, yeah, thank you again for being on the podcast and uh, you mentioned me, uh providing a relaxed space for you, and, of course, you’ve tolerated some of my a couple of my own uh gaffes, uh, along the way, and uh, I’ll do, I’ll do my best with the editing that’s fine I I felt.

Richard: 1:13:23

I felt very, very, very positive throughout.

Colby: 1:13:27

Yeah, thank you and thank you to you too, and uh, yeah, good luck to you and, and maybe we’ll yeah, it would be fantastic to speak another time.

Richard: 1:13:36

Good, and all the best to everyone. Cheers, thank you.

From Orphanage to Therapeutic Community: Portugal’s Residential Care Revolution

Every Girl Deserves a Chance to Flourish Beyond Trauma

A remarkable journey through two centuries of child protection unfolds as Colby Pearce speaks with the core technical team from Livramento, a residential care home in Porto, Portugal with a transformative approach to supporting vulnerable girls.

From its origins protecting abandoned children during the Napoleonic invasions to its current therapeutic model, Livramento’s story challenges common perceptions about residential care. The team – Yvonne, Maria, Bruna, Carla, and Liliana – share how their graduated approach to independence creates pathways for young women to thrive despite early trauma and family breakdown.

What makes Livramento exceptional is their unwavering focus on education as the key to breaking cycles of disadvantage. Through scholarships and supportive environments, they’ve achieved a nearly perfect academic success rate, with many residents continuing to university. Their innovative pre-autonomous program within the facility followed by semi-independent living in nearby apartments provides a gentle transition to adulthood while maintaining crucial supportive relationships.

The conversation explores how Livramento transformed from a closed institution to a therapeutic community through collaborative work with consultant Patrick Tomlinson. Their approach encompasses family intervention, regular supervision for all staff, and continuous evaluation of outcomes. Most striking is how they’ve created a family-like environment where younger girls aspire to follow the path of successful older residents.

For anyone interested in child welfare, therapeutic residential care, or trauma-informed practice, this conversation offers profound insights into what’s possible when we truly commit to transforming young lives. Subscribe to the Secure Start podcast for more discussions challenging outdated narratives about residential care and showcasing innovative approaches to supporting vulnerable children.

Listen here:

Watch here:

About Livramento:

The Fundação Lar Nossa Senhora do Livramento (FLNSL) is a non-profit Private Social Solidarity Institution (IPSS) that receives female children and young people aged between 6 and 25 years old into its residential care programme.

The history of Livramento is intertwined with the history of the city of Porto, dating back to the Napoleonic invasions. At that time, a group of citizens organised themselves to protect children and their mothers from abandonment and mistreatment, creating the first shelter in 1810.

Livramento accommodates female children and young people aged 6 and over who are in a situation of danger or neglect, and whose reception is requested by the competent entities – Family and Juvenile Court or Commission for the Protection of Children and Young People at Risk. The objective of this social response is the protection and rehabilitation of children and young people, aiming at the following possible life projects: family reunification, foster care, adoption or autonomy.

Livramento operates 24 hours a day, 7 days a week, ensuring accommodation, food and personal care as well as monitoring and promoting their integral development.

In recent years, the residential shelter has undergone a very significant transformation process, which I am hoping to discuss further in this episode of the podcast.

My Guests are Ivone (Psychologist), Maria (Social Worker), Carla (Psychologist), Liliana (Special Education Technician), and Bruna (Psychology Intern).

Related Podcasts:

Dr Kiran Modi

Listen here:

Watch here:

The Lighthouse Foundation

Listen here:

Watch here:

Transcript:

Colby: 0:00

Welcome to the Secure Start podcast.

Maria: 0:04

In this way, I think we are not giving all the answers. We are just giving a way of thinking about the work and a way of reflecting about the work and the needs of the girls.

Liliana: 0:14

In all the different projects or perspectives that we have here working in our that we are more responsible for the project, but we are very connected and of course we have to be that way.

Ivone: 0:29

Most of the times in other organizations. There are the apartments, autonomous apartments. Then we have here a level in the middle that is the pre-autonomous and what we evaluate. This is a good practice because it is an autonomy, but inside the house.

Bruna: 0:46

When we started working with the families, we changed a little bit and we would like to promote health relationships with them.

Carla: 1:00

I really do believe that residential care homes may be the best them. I really do believe that residential care homes may be the best opportunity to life change of some girls in some situations.

Colby: 1:11

Welcome to the Secure Start podcast. I’m Colby Pearce and this episode will be a little different. Joining me will be the core technical team of a residential child care home in Portugal, which has provided a home and support for girls and young women for more than wait for it 200 years. Before I introduce my guests, I’d just like to begin by acknowledging the traditional custodians of the land. I’m coming to you from the Kaurna people of the Adelaide Plains and I’d like to acknowledge the continuing connection that the living Kaurna people, as with all Aboriginal people, feel to land, waters, culture and community. I’d also like to pay my respects to their elders, past, present and emerging my guests for this episode and you heard it right, I say guests because there are five of them. They are Yvonne, maria, bruna, carla and Liliana from La Nossa Senhora do Livramento, and I hope I pronounced that correctly. La Nossa Senhora do Livramento is a non-profit, private social solidarity institution that receives female children and young people aged between 6 and 25 years into its residential care program.

Colby: 2:50

The history of Liverminto is intertwined with the history of the city of Porto, dating back to the Napoleonic invasions. At that time, a group of citizens organised themselves to protect children and their mothers from abandonment and mistreatment, creating the first shelter in 1810. Livermento accommodates female children and young people aged six and over who are in a situation of danger or neglect and whose reception is requested by the competent entities, family and Juvenile Court or the Commission for the Protection of Children and Young People at Risk. The objective of this social response is the protection and rehabilitation of children and young people, aiming at the following possible life projects Family reunification, foster care, adoption or autonomy.

Colby: 3:52

Live Remento operates 24 hours a day, seven days a week, ensuring accommodation, food and personal care, as well as monitoring and promoting the integral development of its service recipients. In recent years, the residential shelter has undergone a very significant transformation process, which I’m hoping to discuss further in this episode of the podcast. Welcome Yvonne, maria, carla, liliana and Bruna. So I think we’ll get started. I wonder if, just to begin with, if you might introduce yourselves to me and to our listeners to me and to our listeners and what I guess, what your role is at Livramento and also how you came to this role.

Carla: 4:57

Who’d like to start, yvonne?

Ivone: 4:59

Yvonne.

Carla: 4:59

Yes, yes. So hi, I’m Yvonne. I’m here about 20 years. This year is about 20 years. I’m a psychologist and I was invited to substitute a colleague a psychologist the first one in Livramento because she was pregnant. So that was the starting point of our team. From then it became to grow. Three years later I was invited to become director, replacing the main director. That was a nun, and that’s so. We later, some sometime later later, Maria came. So I started in 2005, no, 2005, working here, and now I work as a director.

Colby: 5:52

Hi, well, and thank you and welcome to this podcast and, yeah, I’m really glad that you’ve continued to communicate with me through some difficulties with my email, it seems, and we’re all here now, yeah, so who would?

Maria: 6:08

like to go next well, I can go next. My name is maria. I am a social worker. I have been working in livermento for a bit also, like yvonneonne, my role first of all. Thank you very much, colby.

Maria: 6:27

I’m sorry because, I think I’m a very eager consumer of podcasts, and when I heard that your podcast existed, it was very exciting to me to understand that someone was giving voice to such a specific area and field of work. At least, I don’t know a lot of podcasts like this one, and to be invited to participate seemed to us all like a really big issue. So thank you very much for giving us this opportunity too. Giving us this opportunity too. That being said so I have been working in Livramento for more or less the same time, yvonne.

Maria: 7:13

I entered a few years later and my role is, as I said, quite I’m a social worker, but I am what we call a reference technician, so technical director and technical references, as we are like a multidisciplinary team. And, yes, so we have this role of managing several issues that regard the safety, promoting the rights of children and young people in Porto, which is the second city of Portugal and very glad to be here. We’ll have the opportunity to talk a lot about this, so thanks, Thank you and I’m glad to have you all.

Colby: 8:02

And yes, the podcast is very much well at least quite a significant part of it is going to be dedicated, and has been dedicated, to looking at changing narratives that exist about residential care that are less positive than many instances would show it can be.

Maria: 8:35

Yeah, great.

Ivone: 8:37

I’m Carla Carla and I have the same functions as Maria João. It’s more easy for me my presentation because I will make Maria João words mine. And I’m a psychologist and I am in the technical team Since Liliana, 15 years, 16 years more or less.

Liliana: 9:00

I think you are since 2010,. I think I think you are since 2010,.

Carla: 9:07

I think Since 2011.

Colby: 9:11

Welcome, carla. You might as well go next, then, liliana.

Liliana: 9:17

Yes, we are introducing ourselves by the time that we are here in Liberamento. So I’m Liliana, I’m really glad to be here with you, so I’m really thankful, as Maria said, and I’m a reference technician. Also, I’m a social educator. I’ve been working. I was thinking, listening to Yvonne, I’m in Liberamento about 12 years now, I think, and more or less in the child protection, more like 15 or 16 years old, more or less like this. And our role in Liberamento is similar between the three of us, the four of us me, maria, carla and Bruna and the difference is I’m more related to the old, young people that we have here. The are related to the promote the skills of autonomy, but we have the opportunity to explain that in more detail.

Bruna: 10:26

so I’m Bruna and new head of the team. I’ve started here on doing an internship three years ago and last year I was integrated the technical team and I have the same roles as Maria Carla and Liliana.

Colby: 10:50

Welcome to you too, bruna. Now, I nearly forgot to say it, but it’s just popped into my head that I wanted to confess that I visit your country weekly. Through the wonders of modern technology, that is. So. Not only do I produce videos and post them on YouTube, I spend a bit of time on YouTube as well, so I tend to watch a lot of YouTube channels of people from other parts of Europe and the UK who come to live in Portugal, both in northern and central, and set up an off-grid homesteading lifestyle, which is what I do here in Australia. When I’m not working, I spend my weekends at my own off-grid homestead as well, so, yeah, so a number of the channels that I watch on YouTube are people who are in Portugal. Mainly, is it Casabranco? Yeah, casabranco around that central Portugal? Have I pronounced it poorly?

Ivone: 12:04

Castelo Branco. Yeah, castelo Branco, castelo.

Liliana: 12:05

Branco, castelo Branco, castelo Branco.

Colby: 12:10

I just abbreviated it a little bit.

Bruna: 12:12

It’s.

Ivone: 12:12

Castle, Like Castle. It’s Like Castle.

Colby: 12:16

Yes, yes, sorry, okay, so I think look the obvious first question is if you can tell one or more of you can tell me and our listeners about Livermento and the services that the. Well, a little bit about the history of Livermento and the services that it provides today, because it is a very interesting history.

Carla: 12:44

Yes, yes, it is yes yes, so maybe I can start and I think, if you can complete what I’m going to say. So our story starts with Napoleonic invasions and the girls who were born from soldiers’ relationship with girls were put out of their homes because of that type of relations, and that means some good people from Porto City decided to protect those child and ladies. So we are talking about more than 200 years back and since then Livramento take care of young girls, protecting them from the risk situations, different kind of risk situations. So some years later, in the 70s, men start to work in Livramento, like Almeida y Sousa, and we can say that in that period of time started a big change in our history because the house became open to outsiders. It was not so closed like before the orphanage Orphanage, I think so, and he had this vision already about education and about the graduation of children and so on, and he invited a group of nuns, also with a strong charisma of education, to run the house for 40 years, during 40 years. So, and in that period of time you can say the pillars of what Livramento is today were started, the foundations of Livramento concerning the focus on education, the focus on knowing the world, the focus on having good results for the girls and so on. So this is till the dance.

Carla: 14:55

What happened? They already divided the house in small units in order not to have a huge group of roles to manage. Each of them was responsible for a small unit, just the same way, we have technicians and reference educators to run. So the NNNs stopped their work in 2014 because of the age, because of the challenge of the girls that we were accepting at home, so it was a very challenging management for them. And then it’s the first time since 2014 that the house became to be managed and run for someone who is not nun, not religious, but with the worry of having some scientific evidence to having another kind of knowledge. And that was the starting point for our qualification.

Carla: 16:14

And we can say that some years later, 2016, and now I give the word to Maria, because we always as a team, is a characteristic of this team we wanted to challenge us, to do it more and better, to get better results concerning mental health, concerning education, concerning and so on, and we were not satisfied with what was happening. We wanted more with what was happening. We wanted more, and it happens in this Concerning, this idea of knowing more and knowing better. Maria met Patrick, and now I give the word to Maria.

Maria: 17:05

So from then she can give us a little bit of Liberamento’s story. I’m just going to add on to your sharing, yvonne, two details that I think are very relevant in the storytelling of Liberamento, one of them being that when I when I don’t know if this happened to all of us, but when I was going for my interview, for my job interview in Liberamento and I was younger, I went to the interview and Ingeniero Almeida de Souza, who was the president Yvonne was referencing he did the interview and when we, when he was talking with me and he was a historian lover and a very enthusiastic person about life in general he put in my lap a book full of signatures of relevant people that had visited throughout 200 years of time, and the first page was signed by the last king of Portugal, dom Manuel II, and I was. I was even like trying to clean my hands in my hand, like I really have a relic in my hand, and I realized that the signature of the last king of Portugal was done in a day where Livramento existed for already a hundred years. So imagine that when the last King of Portugal was in our organization, the organization was already 200 years old, 100 years old, and another relevant detail I think about our history is that when this man, who was very transformative, as Yvon was saying, entered the Livramento and got this mission, portugal was living a dictatorship that only failed in 1974.

Maria: 19:04

And so it’s interesting that this visionary man who had traveled the world, who had like two courses university studies, with a strong vision about the protectiveness of education, opened up an organization who was very closed, also in a very closed environment, societal environment, and in that context that was also very innovative.

Maria: 19:36

And then he grabbed the most avant-garde religion or congregation that he found, a group of nuns that were spread throughout the world and whose main vocation was also education, and they didn’t even ever work in an organization like ours. They worked majorly in schools. And so I think this set the ground for a kind of culture that still remains, which is a culture of seeking transformation instead of preventing that transformation to happen. And so he, as Yvonne said, put girls studying outside instead of inside. He incentivized girls to go to superior studies, breaking through family cycles of low investment in education. Of those first girls that went to the university still today are very moving because he was really operating also in a ground of a strong attachment and and relationship that was built with these girls, with the staff that he brought and with himself. He even traveled to the islands of portugal to visit one of the girls that was on her first job back then.

Carla: 21:09

That goes now with grandma. Yeah.

Maria: 21:12

And so, yeah, so the nuns were innovative. Then we got in Livramento, we realized a lot of good practice was being held, although not very clear the therapeutic intention behind it. So we maintained a lot of good practice that was happening there, and then the residential care setting in Portugal started to change as it changed everywhere in the world. So the challenges got bigger. The nuns were getting older also, and that’s just the reality of it, and so we were also concerned of how this transformational process was going to happen, were also concerned of how this transformational process was going to happen and public policies were also being set. You know, like, in general as I believe it must have happened in every country, there were a lot of residential care units there still are in Portugal and so there was a need to transform these organizations, because the consciousness of working with children and young people in Portugal was also very, it was also transforming very much, and so. But we also realized that in the general picture, organizations were struggling to implement these policies because they came with good practices, but they also came with structural changes that were kind of imposed, created impacts that some organization didn’t anticipate and some organizations I’m not telling that this was all negative and not all of our organizations closed, but we observed that some organizations disintegrated and children had to be distributed by other organizations, et cetera, and so we were very interested about these good practices and good policies, but a bit apprehensive on what impacts they could generate. So I think this was the first step of absorbing processes that were being set publicly to the organizations organizations and after this, we started implementing these policies without embracing, like formally this, public policies.

Maria: 23:53

And then afterward we did, but we were already prepared. We set the grounds for it to be implemented in a protective way, and then in 2014, this training that was happening in Alentejo happened, and Patrick Tomlinson was the lead person that was invited to to train the people that were, and so I went there. I was the only person from the north mainly there were people from Alentejo and I think this was a very important few days because I understood that people were building models and people were building therapeutic models, and what I found most exciting was that Patrick was building models grounded in the culture and the context of the organizations, and I was thrilled. I talked to my colleagues. I said we have to work, or try to work, with this person.

Maria: 25:07

I was in contact with Patrick. He still has that group in LinkedIn, which is an interesting place to share thoughts and relevant information. And then, a few years later like to 2019, we had the opportunity to make to cap funds to work with Patrick, and this was European funding with a specific purpose of enhancing the quality of organizations through consulting and mentoring of professionals. And so we applied for that funding and we started to work with Patrick, developing our model firstly, then implementing our model afterwards, and we kept managing to still work with patrick and he still is our main supervisor and consultant in the liverment and I think that was really profoundly changing for the organization and life changingchanging for me specifically personally.

Carla: 26:25

Thank you and, if I, may say just something and I will ask my other colleagues to help me. Some years back we spoke about the focus on education and mental health of the girls. So some years back we also made one application with the focus on education in order to support children to have scholarships and to become differentiated on their on their academic projects, academic way. So and we made that application and we still today benefit of scholarship till the regular, how you say, Maria, the 12 years of school.

Carla: 27:21

Yes, what is obliged. So, and that is a strong basis for their resilience and as a protective factor, because they can skill themselves, they can start to have another view of the future. Something else concerning emotions and these needs to respond to the specific needs of these children with very adverse experiences in all ways. So then became this application. Maria spoke and we still today are working on that, and we still today are working on that. Each of us have the responsibility of lead different areas. Like Liliana said, she’s with the eldest girls of the house, working on autonomous skills and promoting autonomy of the girls, and she has. I’ll invite you, maybe, so you better explain, because we are divided in different projects. We run different projects concerning the model and, after building the model, we work on instruments, on the work, on a methodology. Inside we reorganized ourselves. We review policies as well.

Ivone: 28:53

So, and maybe I let you, marie and Carla and Bruno, also speak a little bit about these different projects you lead Well, I will add something that that is not so much the history of Livramento, it’s more about sorry, it’s more about what we are doing now but just had an appointment, because what you share about the scholarship is a big part of our history and is very important. A little appointment is that our house is implemented in society, in the community, is a community with very risk factors, so the public school has very high risk factors. That was what invited us and moved us to search for other answers, other schools, and these are private schools. So our girls, most of our girls, and if it makes sense for them, for our necessities, they are in private schools because of that scholarship that is financed by a Spanish organization.

Liliana: 30:04

Spanish organization.

Maria: 30:06

It’s sponsored by Naturgi, which is an energy company a Spanish energy company.

Ivone: 30:23

Well, our history is made about many applications trying to have funds to promote to achieve our goals and our vision that we want to yes, that’s because the vision to become innovative, to never stop, always unsatisfied.

Carla: 30:39

So this is our charisma.

Maria: 30:41

Let’s say so since the beginning so of I was going to help explain what you just asked, yvonne. So we, for a whole year, the team worked together with Patrick on building the model, designing it and writing it down, and that was a very strong reflective process. We had meetings every week, we had material to read, we would write a section of the model regarding a certain issue. We would discuss it together, we would rearrange it and make changes, changes so we would get to a consensus within the team and that section will be closed and it would be also translated to English, obviously. So Patrick would also contribute, and so we did this process throughout the year and we ended up with in, by the end of the year, a document of 200 more or less pages, written in Portuguese and English.

Maria: 31:58

And that was what we designed. That’s what Livramento does, how it does it, for whom it works, and things to implement, things to change, things to work on in the future. And then came the implementation part. So in this implementation part, who, which was like two years, three years more during the implementation we divided ourselves in four different fronts and each of us would lead one of these projects. Bruna was not in the team yet, but now she also leads one branch of the implementation.

Maria: 32:52

And so the four branches were Sorry. She’s recovering the implementation, and so the four branches were Sorry.

Carla: 32:56

She’s recovering the time. You just can go a little bit back, maria, and speak about the participation process of children and staff, on the diagnosis phase of the model and on the construction of the model.

Maria: 33:12

Mm-hmm. So this process was also a result of an application that the, and the purpose of this application was not only to design the model although this was the main reason why we applied and we also designed a system of an evaluation impact system. We also designed a value model, a growth and development program for Livramento and a marketing and communication program. So it was a quite overwhelming year. But, that being said, we had different consultants concerning different areas of the whole application and this also has a stream of meetings and checkpoints what is being done. And those meetings and checkpoints also had the representation of different layers of the organization. You know, the children were there, educators were there, the board was there and this was very relevant because, um, it gave a sense of commitment of every, everyone, uh with uh, of everyone within the project, and all the consultants of this application were present, and that’s the stakeholders that Yvonne is referring. So it was a participated process and children participated also in important and relevant parts of building the model and they would have the opportunity to interact. Patrick would visit Livramento, I think, four or five times that year. He would participate in processes of the house, he would have contact with the children. So I think a lot of things were very positive during that process. Then COVID happens.

Maria: 35:18

We were in the first year of implementing the model and so it was a bit impacted, as you imagine, and so, but we didn’t stop the process of implementing it, of implementing it.

Maria: 35:33

So I was leading the building, designing and implementing the training program.

Maria: 35:40

My colleague Carla is, I was and I am leading because it didn’t end, and Carla is leading the process of the policies and procedures, revision and adaptation, so everything is coherent and congruent with the model.

Maria: 36:01

It’s a huge project with a lot of hard work that has been done. Liliana was responsible for developing the assessments for the children and young people, and this is an assessment that ends up in an intervention plan, individual and family plan. And from the training and the intention of supporting the development of all professionals in all layers of the organization, we felt in the end of three years of supporting people, that we might benefit on developing a specific instrument and process to support specific needs throughout. Also an assessment of professionals, because the training is a more collective approach and we felt that, as, as we do with the girls, we might support the development of adults in a similar language, and this process was started by me because I was responsible by the training, but now Bruna has been leading that process also and adapting instruments, and we are still testing out how this is helpful to us and to all the team.

Carla: 37:33

And we keep the same methodology of the beginning of building the model, Like they are responsible for a project, but then the project comes to the team. The team discussed, proposed some corrections and then come again till we have a consensus. But something it was also very interesting we work on it was the impact evaluation, and that is done over the years. So that is also something innovative in organizations social organizations to evaluate the impact of our intervention, and we do it with different targets Children, staff, professionals, families is a higher challenge to get information from families and with stakeholders also. So every year since 2020, we do it. So every year since 2020, we do it.

Carla: 38:38

And now we are just reviewing our theory of change because we understand lots of things changed in the last five years the rules, the laws, the profile of the girls.

Carla: 38:51

I don’t know if profile is the right word, but the characteristics of the young girls come into organizations is different comparing with 10 years back or with five years back, because they are more disruptive, they have more severe mental health problems and that means that challenge organizations and the way we are going to work. So something funny when Maria said we still are in the process, it means this is a never-ending process and this is a challenge. This is good but is also a struggle point somehow, because we never hand and we do it on our daily routine of work. So so, just coming to some challenges, the other one is the human resources to have someone with the entire time dedicated to this process of creation. But maybe Liliane could explain the process with the autonomous group, because it’s something very different and we have these apartments and so on, and you could explain a little bit better. You are the best one to explain it.

Liliana: 40:11

I was thinking about what you are saying, ivanonne, right now and I think it is exactly as you said. It’s like a ongoing process, as patrick said, that a lot of time. It is really a ongoing process and I think we all feel that in all the different projects or perspectives that we have here, working in our more, that we are more responsible for the project, but we are very connected and of course, we have to be that way and um about exactly my, my, the old girls, the older girls. So the difference between my groups are related to the groups of Carla, maria and Bruna is that I have girls from 16 years old to up and then they transition. They are in their groups. When they are admitted in our house they go for the Maria or Carla or Bruna groups and then they are evaluated, their life projects are being analyzed and worked out related to them and their families and the girls, and it is a process and, of course, in the basis we have this tool that we use, the basis we have is this tool that we use, for instance, the assessment, the development assessment, that it is a really help for us to be more connected to the needs of that girl, the needs and for her development and sometimes it makes sense for this specific girl in a period of the year to transition, to have this transition.

Liliana: 42:03

For my group, the pre-autonomous group, is a little different because it is more intentionally directed for their working, for their training, their skills on daily routines by themselves. They have all of us groups have a technician reference, that is, me or Maria, carla or Bruna, and a reference educator and a support educator. It is like a micro team concerning to each group, and the pre-autonomous is not an exception on that. So I have my reference educator, my support educator that are there present for the girls to work out with the girls of what they need in a daily basis, but not on a daily basis also of what they need in a daily basis, but not on a daily basis also. And then it is like if you work like a small house in a big house the government is really, really big and and it is like a small house they have.

Liliana: 43:08

They do their, their, their meals every day. They have like a leader, monthly leader, young girl Manager, manager, leader yes, that is responsible for everything that happens on that group, not only related to the. They go on supermarket, they do the menu, they do the supermarket list, they go the supermarket list, they go there by by autonomous, they go on group, they discuss on assemblies that they have weekly um the problems of the group. Of course, educator is always there to mediate something. Sometimes I’m there also and but it is more a training, more intentionally for their social skills. I can say that like soft skills and social skills to um to help them to be more, to facilitate their integration or adaptation in society.

Liliana: 44:08

So they have different roles there that sometimes they are not very they they are very oh this is so responsibility, a lot of things to do, we have to think in so many things and of course this is a ongoing exercise for their lives and it’s very, it’s very important and they know that.

Liliana: 44:29

They feel that of course it’s more demanding. But their age are different also, they are in a different phase of their life. They are in secondary, like high school, or in the university also, and so and after that, after a period of time there in Pre-Autonomous, we are ongoing process on evaluation, on participation of the girl in meetings to see if their needs on priority areas are more answerless and the needs are different. And then, if we are in a good planning system and achieved some aims that we feel the needs that that young girl should aim for their life. They transition for the, the apartment, and now we have two apartments, uh, really close to livermento, like not in a mile, I think, it’s not even a mile, it’s really close, uh, but it’s outside and the, the opportunity of that being outside, is very, very important for them, very important. Of course I’m I, me and my reference educator and my support educator are still like on behind and always present but not in presence. I don’t know if I was clear enough we are not in presence every day in.

Liliana: 45:55

Exactly, yeah, we are still working with them.

Liliana: 45:59

Um, we have, of course, we have related to the policies and the procedure that carla is responsible for.

Liliana: 46:06

We have we created a lot of a lot, some news procedures that will fill the needs that are important and one example of that is like the transition plan system for autonomy.

Liliana: 46:21

We feel the needs of have documents that have this agree, like agree between the criteria or the conditions to the young girl B on the pre-autonomous group or to the young girl B on the apartments, and which are the functional areas that we feel that are really important, that we understand and conclude that are really important for them to develop.

Liliana: 46:50

And some of these functional areas, it is possible and understanding to work it out with the girls individually and some of them are working out on group assemblies and so on, and some of that also functional areas like in alarm, red lights are really important to work it out on workshops and there are themes like our transversal for each one of them and it’s some some of that opportunities. Other girls from other groups that are like 15, 16 in the we all talk and discuss related to that and we feel the need for them also to be and integrate on these workshops, like in a prepare, a preparation of transition, also for the pre-autonomous group. Like two weeks ago we have like um two or three, so in the last month we’ll work it out like two workshops related to the politicians literacy, because we have elections really like two weeks from now and if we feel the need for the tried to be the most, I don’t know how to say it neutral.

Maria: 48:28

So they could ask questions know, where to check out the programs discuss their ideas and the financial literacy also.Liliana: 

48:41

that is a really important area also and they have like a workshop, like a month ago also. But we do that. This is related also with that. This is related also with some project that Carla had like he’s like the responsible for the training for the young people also.

Ivone: 49:01

yes, so I can go on for two hours, but now I will. Let Liliana, I would like to say one thing that is something that is particular for our house, that is, the experience of having a pre-autonomous group is something different and it gives us know-how. That is a good practice. Not having groups with very protected. They are small groups. The adult is always there then most of the times. In other organizations there are the apartments, autonomous apartments.

Ivone: 49:47

Then we have here a level in the middle that is the pre-autonomous and what we evaluate is a good practice because it is an autonomy, but inside the house, you know, and it’s like levels that they are going to go through, and I think it is something that differentiates us from other organizations this pre-autonomous group before the autonomous level and we also Right Because the girls see the pre-autonomous group as an inspiration, a dream.

Maria: 50:26

They are an example. It’s like having older sisters and brothers, you know, that are in a different level where I want to get you know. They really are examples for the other girls.

Carla: 50:42

And now we aim for a long time back to have apartments in the community and we just got it about one year and a half. And now another level is to go to outside home. So with less support, because they are more regulated and they have more self-regulation and self control on that, they are more skilled, that the transition will be smoother. But Liliana, you just didn’t hear that about the Adult Transition Plan were built. The girls participated on it. They also gave their. It was a co-participated process. Because they read it. They said here we did, we like to be like this, we can head this. This is not so important, so can you just explain that process of participation.

Liliana: 51:44

Yes, I think it is like a practice that we all in our house do in all methods and related to the pre-autonomous, of course, because, even because, even because of that, because there are old girls, so they have more critical, they are more connected, and we involve them, of course, in all the practice and all the things that we think that matter for their lives, cuts for their lives and the transitional plan for autonomous, but also the, all the documents, the, the, the rules not the rules like the internal regulations of the department, also before that, the role, the internal regulations of pre-autonomous also, and so they are always.

Liliana: 52:36

We always want them to participate, because only on that way it makes sense, and we do like meetings with them after dinner, in assemblies also, and so we discuss, we distribute the document, we take the document and so we ask them to read, to give them time to think about that, sometimes some days, and after that we go again and we want to, we want their feedback about what they think, the conditions, what could be different, what they feel the need that is not there, what they would do different and why, and some of their ideas make a lot of sense, and so we integrate that and we adapt that, and this is like a reflect of the participation that we want for the girls to have and, of course, if we do that also, we are also contributing for them to be part of something and for them to be like active in our society also. So they are always training their role on society. So I think it is very relevant and for all of us, it is the only way that makes sense.

Colby: 53:53

And to begin at 16, when do they graduate from the program, so to speak? About what age would they transition out of your program From?

Liliana: 54:04

the abutment.

Colby: 54:07

Out of the apartment or out into their own homes.

Liliana: 54:15

I think I tried to answer. If I didn’t understand very well, can you correct me please? Okay, so I think that is related to our law system, also the Portuguese law system. Our laws say that until for the age of 25, the girls or the boys can be on the social system right, our social system care, yes, but they have to be studying, like it is a condition.

Liliana: 54:43

the condition is that they have to be studying.

Liliana: 54:46

But I have my, all of my girls are studying.

Liliana: 54:49

So here in Portugal, if you want to go to the universities, like three years and more, two years for the master’s degree, and so easily they catch the 24, 25 years old.

Liliana: 55:03

So our work is to support them on that process. Of course, some of that girls begin to work sorry to study and then work on part-time, and so they are supportive on that also because we think that it’s good for them in all matters to have this balanced system and it’s good for their responsibility, it’s good for their budget management, it’s good for their responsibility, it’s good for their budget management, it’s good for their training, also for the financial, and it is like a step-by-step situation that we are giving support to them and working out on individual meetings, group meetings and so on, and we have this experience that they catch this opportunity, because a lot of these girls that I have right now, at this moment in the pre-autonomous, in the apartments, are girls that were financed by naturgy. You know this program that we are talking about like social, the scholarships that we talked like about 20 minutes ago or half an hour ago.

Colby: 56:17

I’m going to try and summarise all this and ask some other questions.

Ivone: 56:20

I’ll be doing well.

Liliana: 56:26

Yes, a lot of these girls were being supported. But a lot of these girls were being supported like in the whole school system, the Portuguese school system, like 12 years old, and after that, university for the ones that want to, and we motivate them a lot to be on the university and it’s like a nice group impression also because they see the other girls on the university, they want to go to the university. They have like this protective participation on school until the end of the high school and so I think it is really the impact of this programme, of Natalgy programme is outstanding.

Liliana: 57:14

It’s like life-changing.

Maria: 57:17

I would like to add to the answer one thing that these are the girls that continue in Livramento. And Portuguese government gives a huge help here too, because if you are in a residential care facility and you want to go to the university, public universities tend to have greater and difficult criteria to match, and so for a lot of young people in Portugal they go to private schools whose criteria are a bit achievable more achievable and, in the case of our girls, they apply to a scholarship, a public scholarship, and the majority of them have access to it because they are in residential care.

Maria: 58:16

and also, and answering to your question, some of the girls leave the program earlier if there is potential change in the families or whatever. Was that motivated them to be separated from their families? And me, carla and Bruna have experiences in managing processes where girls integrate, reintegrate their families before getting to Liliana’s group when they came to my group.

Liliana: 58:48

There are only autonomous work it out because there are no prevent. This is not the aim of return to the family. They want to be with Libermento, they want to be studying, they want to be there, and so we give them this opportunity and the courts agree with us saying that, okay, the girl wants to invest on themselves, they want to be on Livramento, they want to study, and we all the community support them on this process. So all the girls that I have are on an autonomy project.

Maria: 59:25

Can I just Same?

Liliana: 59:26

thing of Maria Carla and Bruna.

\Ivone: 59:29

I was just saying one thing, More than the age, of course the age is a criteria, but also in transition from different groups or transition to home, to society, is the evaluation of the competence. So age is important, the change, the transition from our three groups to Liliana’s group, the pre-autonomous of course, age is important 17, 18, but the competence is the most important and the regular emotional regulation Carla also and the regular emotional regulation Carla also competence social, emotional and so on, and functional, all the competence.

Liliana: 1:00:18

This is the criteria the competence.

Ivone: 1:00:20

We work and we intervene in the basis of the competence this was a topic you just point out, liliana, about Armory.

Carla: 1:00:31

I don’t know about families. Our whole intervention with families and of course, since the first moment they came into Livramento, family is an important target, considering we see family as a potential partner, but never forgetting the vulnerability of the families and never forget that if families were okay, girls were not here. So we work in this basis of trying to empower families, to integrate families in the work we do. It is a very difficult process sometimes, but because of that we made another application. So we are leaving application through application and another application to have some funds to do the work we want to do, because it is expensive. This is another challenge the sustainability of this process. So, bruna, lead this. Maybe you can develop a little bit this project. We had to work with families in a different model of those projects happening in Portugal, because we have another idea about how can work better this work with families towards the unification, towards going back in a good and safe conditions to family. Bruna, maybe can help.

Bruna: 1:02:05

Yes, in the first. Firstly, it was that the first objective about our work. But when we started working with the families, we changed a little bit and we would like to promote health relationships with them. So our model was a little bit different. Because we were, we came to the houses and worked there with the family In the context of feminism.

Bruna: 1:02:46

So we, and it was a little bit different because the family wouldn’t be arriving to the cabinet or a meeting in the house, in the living room. No, we would come to the houses and work with them, with the family.

Carla: 1:03:08

And with different people of family, as well the significant ones. Yes, we work with all of the system, so it was a logic of a systemic and family approach. In a systemic way empower families in their context and fill their routines.

Carla: 1:03:29

They are part of the solution, not part of the problem. So that is a different vision and we believe also, Bruna and Adriana, it was someone else who is a family therapist also. The purpose was this to make family to be the authors of their change, the responsible for their change, and in order to believe they are skilled and they can do it.

Bruna: 1:03:57

Of course, not all stories are of success, but the main purpose is to promote their skills and relationships. So that was accomplished.

Carla: 1:04:10

Something is very challenging for all of us is that the kids are removed from the home, their home, their natural places, and they were the victims, and then somehow there is an expectation of they go back to family, like if for magic, everything is okay after working with the kids in, uh out of their natural context. So the natural context must be interviewed and must be skilled.

Maria: 1:04:40

For since first moment maria go ahead, I was um, just going to add because it might sound a bit confusing, when bruna was doing this project, she was not a reference technician in the house.

Maria: 1:04:53

Yes, so she was not part of the team, she was an external, she had been working with us, but then she left and she started this project with adriana, which is a who is a family therapist with a specific methodology of intervening with family, guided by this university in Coimbra, with reference university, in systemic intervention with families, with their supervision and consulting. And she was not a part of the technical team. Otherwise it would be kind of a conflict of yes, yes, and then, after this project finished, then bruno was started to working with us and we also aim to make a second application to continue this project.

Carla: 1:05:49

It was a pilot one. It was also written like the structure of the program, the model we are implementing, and now maybe next year we plan to have another application to keep going on on this work, with some revision of the model we’re implementing about family. But also this intervention about family is part of our model, just like work with the carers of Livramento and with the eldest girls and so on, schools as well.

Colby: 1:06:28

Sorry, the schools. Do you interact with the schools that the girls go to?

Carla: 1:06:35

yeah, maybe you can explain better. It’s a very close relation, must be a very close relation with schools to prevent lots of things and promote lots of things.

Colby: 1:06:45

But maybe they can explain better than me because they are the ones who are working on it.

Ivone: 1:07:02

We contact not just with the director, the principal teacher, the reference teacher. But we also promote meetings with psychologists and the teachers, or pedopsychiatrists and the teachers’ network.

Maria: 1:07:22

We work with them, network, special network of the yes, and also there are elements very important. The staff from the school that are not teachers, the staff from the school that are not teachers that see?

Ivone: 1:07:44

they, yes, and they are important to know if they are well to give them information about the girls, they pay attention when they are playing or they share important information with elements from the school.

Carla: 1:08:04

They are strategic people on the field.

Bruna: 1:08:08

Yes on the field.

Ivone: 1:08:09

Yes, they are very possible to us, and then we make an intervention together.

Colby: 1:08:19

It sounds holistic, isn’t it?

Ivone: 1:08:22

Yes, that’s it.

Colby: 1:08:24

Yes, yes Must be. It sounds so wonderful what you’re doing. The jurisdiction in which I live and work residential care is very different to the way you describe it. There are a number of questions that I’ve had in my mind as each of you have been talking. I think it sounds like to me it would be fair to say that there’s been three significant transformations at Liveramento, particularly within, say, the last 50 years. So from the orphanage and the question I had was who was staffing the orphanage before the nuns were brought in, before?

Carla: 1:09:09

the nuns were brought in. Poor ladies Two very severe ladies Okay, managed about. I think we reached 136 girls in the beginning and then 18, 19, two severe ladies. When Engineer Almeida Sousa was invited in the 70s, he said he made a revolution. Yeah, so there was this he was making a revolution, and he started a revolution then, and then it was. In that period of time came the nuns, the nuns and did those.

Colby: 1:09:44

So a couple of things that are probably relevant to some of the previous conversations that we’ve had on our podcast, including about the transformation in the Cotswold community from a reformatory they call it a bore store, I think in the UK, but it’s young offenders, young male offenders to a therapeutic community around the same time. I would say but the person that you are referencing comes in. What do those two women do?

Carla: 1:10:17

They just take care of basic needs. The old girls were just very equal with themselves. They were not individual needs who responded, just they feed, they work on domestic tasks. They didn’t go to school. School it was inside, only the basic knowledge that only after 18 years old they was going out, but before that they were just closed like a kind of a prison we can say. So it was a very severe thing. Yeah, um, and that was like that not only in the middle, but it was a cultural thing in society in institutions across the portugals told that the children, the young girls between 14 and 18 wouldn’t leave.

Maria: 1:11:22

So they would stop leaving the house and the facilities when they got to the teenage years, or more or less 13, 14 years, and they did have kind of workshops where they would learn useful things like sewing et cetera. And then I think the thing that happened the most, as Ingeniero Almeida also told us, was that they would leave these facilities to go to families and like high society families and work like cleaning and cooking, etc. Um, and they would not leave before the age of 18. And he would tell other things that were not very pleasing to hear, like having windows painted, not to to, to look outside to the street, etc.

Carla: 1:12:17

So it was very much a closed institution and yeah institutionalized, but uh, basically yeah, and he comes 50 years back. We’ve made a big change.

Colby: 1:12:30

Yeah, and so he comes in. Did those ladies leave Livramento at that point in time? And the nuns came.

Colby: 1:12:41

Yeah, and the nuns came in, and he drew the nuns from outside of Portugal as well as within Portugal, is that right? Yeah, yeah, and so the whole culture, I guess, of the facility would have changed from one of basic subsistence and subservience to one of you described a focus on education and developing the individual and their capacity to lead a normal life, I guess an ordinary life, in the community at some point, and so that was quite revolutionary, as you described for such facilities as Liveramento was at that point in time. And then so they were there you said the nuns for about 40 years, so they must have overlapped with you, maria, and you and Von you were there when they were there, and you as well, carla, yeah, and me too also.

Liliana: 1:13:53

But you was just I was with them like one year and it was very interesting because my my admission was really but good, one can contextualize better my admission was concerning their um mission was concerning their um replacement living. Yeah, when I want to play about that, it’s like I’m I’m the one that was like the yes you are right.

Carla: 1:14:19

You are right, lilliana, and they still have the nans, because they are our friends. The, they still have here a home whenever they come to porto to go for a consultation and so on. They can sleep here and they come to visit us, they sleep here, they are invited so they still are part.

Colby: 1:14:36

Yes, yeah, wow, um, there’s so many questions I can, uh, could, ask you, but but, um, I’ll just go on with my little um. First little bit about the transformation. So, when that first major transformation, it was very much an opening up and a focus on education and developing the girls for life. And then you mentioned the nuns left and you had professional carers, I guess come in to the role. So that was, I think, and expectations that were imposed by the authorities in Portugal about what these therapeutic, what these residential care homes would look like and what would be the practices there.

Colby: 1:15:49

The education element continued to be very strong, the education element continued to be very strong, the education focus continued to be very strong, and then maybe even another time of transformation or whether it’s, you know, in actual fact, I’m starting to think that it’s just growth, it’s incremental growth and development of Livermento, where, from that time in the 70s where the new director came in and the nuns, and then what was set out by the authorities, I guess in the mid 2010s to then developing therapeutic model and, alongside that, what we would call a transition from care program. But the older girls, liliana, that you talked about, talked about and also the project to look at family connection and family reunification. So it’s really been, as far as I’m imagining it to be, a continuous growth and development over these past 50-odd years for Liveramento.

Maria: 1:17:17

And.

Colby: 1:17:18

I just think it’s remarkable, really, what you describe, what is happening and in amongst so many questions I could ask you, and in a month, so many questions I could ask you. I guess I was struck by how much of a family environment it must feel, which would be in many jurisdictions and many contexts, to describe a residential care facility as a family environment. People would think that that was not true, not accurate, yeah, but but you talk with I’m imagining in my mind girls from six and older growing up. They can see older girls who are going to going to private schools, um, graduating to, to the, uh, the older girls program, university, and that’s what happens in a regular family, isn’t it? You observe your older siblings as they progress and it sets aspirations, you know, aspirations beyond survival to aspirations of flourishing and thriving. How many girls kind of start 6, 7, 8, 9 and go right through and into the older girls’ program, to the apartment and beyond? Have you had, how many girls have you had that have been able to make that full progression?

Carla: 1:18:53

so in the last 15 years, there are a big change about the social protection system, because when I started and marie and carla, almost 80 percent of girls were less than 12 or 15, less less than 15. So and now we have only one girl with 10 years old and the average age is about 16 years old. The average age is different. More than 30% are 18 or plus. So, however, that was the question.

Ivone: 1:19:31

It was? Was it the girls that enter here with six years and go through and yeah, and?

Carla: 1:19:36

for one hand, we see, so we have some critical positions because we really do believe. I really do believe that residential care homes may be the best opportunity to life change of some girls in some situation and sometimes, when they come with 16 and 17, we don’t have much time to work on them because it’s different the time we have to transform For other hands. We also yes, hands. Because of this, we also. We also yes.

Ivone: 1:20:11

It’s first because of the attachment because they can live at 18.

Bruna: 1:20:17

If they can live, they can decide if they want, if they want.

Ivone: 1:20:22

They can live at 18. If they came here at 17, we have few time to have a secure attachment with them, so they yes, sometimes we didn’t have time to to to work on that less time with more problems.

Carla: 1:20:38

For another hand, we also have this experience of admissions of girls with 17 18.

Carla: 1:20:46

They ask to come to residential care home because they have this consciousness of how important it is to be protective and the difficulties families sometimes have concerning relation and interactions with families. So, however, I must say that, more than before, we have academic success, because we are between 99% and 100% of success in academic progress. Although all these challenges we have, the biggest challenge is whenever they come with 16-year-olds. They already were absent at school, they had problems at school and so on, were absent at school, had problems at school, and so on. So a protective factor, like we said, is not going to the same kind of schools from those they came, but to a different kind of schools. But that means a different kind of friends, of relationships, a different kind of vision about the future, of another significant ones around the social context they start to live, and that is empowerment also because they see how this is different, I can do like the other girls, I can do like this and then they become ambitious. So I don’t know if you answer your question, colby now we have just one.

Ivone: 1:22:09

Now we have just one girl, I, I think that came here at 5.6 and is in university. We have five. We have five girls.

Colby: 1:22:22

Five currently at university.

Maria: 1:22:24

I was doing the exercise and I can remember at least five girls that started really little in Livramento and that are between the 20 and 25, yeah, years old, yeah, and that’s over.

Colby: 1:22:40

Well, that would be over the last 20 years, within the last 20 years, I guess yeah yeah, yeah, and so I guess what I’m also understanding is that there has been a change that is probably roughly 10 years or so ago, where the complexity and the age of the girls went up when they came in. Am I right in thinking that? Yeah, so that interests me a great deal from the point of view of what you’re doing, bruna. So are we saying that these are girls who are 15, 16, 17,?

Bruna: 1:23:25

that you’re looking at family reintegration with, or are they younger girls On that program.

Colby: 1:23:31

It was that ages. Yeah, yeah, yeah. So they, yeah. And were they coming? Where are these girls coming from that are coming at 15, 16, 17? Are they coming from foster care? Are they coming from their birth family? Where are they coming from?

Carla: 1:23:48

Well, in Portugal we are just as you know. We have the opposite rates concerning the rest of Europe and the world. So 80% of Portuguese girls with these factors live in residential care homes. Only now we are trying to change this percentage, this weight concerning foster families. So we are still very, very we have very few foster families, maybe 2% of the young people in the system, so mostly they are. They come from families directly to residential care home, also because of their age, because it’s easier to go to a foster care family when they are younger, not with 16 or 17. That pushes to think about the prevention intervention, preventive intervention in the prevention intervention, preventive intervention in the field. How it happens, because I believe, if the girls can, with 16 or 17, the risk factors were there since long time back and never changed, so that is another situation that’s it to to get.

Colby: 1:25:15

If those girls are primarily coming from their birth family and the birth family are um, um, I struggle with their parents are struggling greatly to provide the level of care, uh and that that they need, it’s remarkable to see a transformation whereby they can either, or both, successfully reintegrate into a family environment that is much safer and much more able to respond to their needs. It’s also remarkable to think that those young people have an opportunity to complete their education and go on to higher education as well. I mean, we know that education really is the key to rising out of poverty and for our children and young people in out-of-home care, for them to change the trajectory of their life, and in doing so, of course, we’re changing lives of their children and grandchildren and so on. So there’s tremendous human capital built through services like yours, where you are changing the trajectory of the lives of young women. When your former director, when he arrived in the early 1970s, how many girls were in the orphanage at that time?

Carla: 1:26:59

I remember when he came, yeah, oh, more than 80. I believe 86, 87. And then when I start, I remember 76, 77, when I start, then, when I became director, it was an objective to have less girls here, objective to have less girls here, and then we reach the number of 45, our protocol. But these 45 are divided in units of 9.

Colby: 1:27:39

I’m just wondering how that was achieved to reduce the numbers of girls at Livramento.

Carla: 1:27:51

How we did it. Yes, we proposed to social services to reduce the number because at the same time we became working more in individual process of the girl, with more trying to promote the development, to organize everything of each goal. They have a different level of intervention. The nuns intervention it was very good but it was a very family in a very family way also, very family in a very family way also. So we felt it was not standable. We could not stand to work with so many girls and to go deeply in the work on them. Even today we feel they are too much.

Carla: 1:28:38

So maybe the girls are too much, or maybe we are too few, the human Christophs. So we then made a proposal, and that it was accepted to videos.

Colby: 1:28:50

Okay, it’s been quite the process of developing and rolling out the therapeutic model with Patrick’s assistance. I’m just curious as to how it’s been received by the carers on the ground, the carers that look after the young people. How have they received it? Have there been any challenges in being able to implement with them?

Maria: 1:29:24

implement with them. Well, we decided that the best way to start implementing the model was to use the training as a source of gradually promoting the appropriation of people and being such a challenging work and emotionally challenging work for them who are in the front line of everyday management with the work, to absorb whatever tools or reflections or knowledge towards the work. It’s interesting that we were just focusing on the changes, because I think one of the challenges of implementing the model was also the clash between recent entries, professional entries in Livramento, and the professionals that were already working in Livramento for several years. And we do still have a few educators that worked there for several years, even though the majority are more recent recruitments.

Maria: 1:30:48

And I think the challenge in the beginning was this is not safe, you know, because everything was done in a certain way and now people are expecting us to think about the work, to express ourselves about the work.

Maria: 1:31:07

To express ourselves about the work, to agree on certain basic things and anchor things and to agree on things that have to change. And there are cultural issues that are very positive, of a religious background and a certain way of managing things, but there are also not that positive things associated with that culture and that we have to change, and that we still have to change. We have to be very aware of things that are very rooted in the way of managing things and that are not helpful, and and so that was one of the challenges, the resistance to change, um, but I think that throughout the process of doing the trainings, I think people understood that it was more helpful than damaging to participate, to engage in reading the materials that we distributed. We also do manage the training rotatively. I mean, I’m leading the project, but I’m not the only one that is doing the sessions. Every one of us is doing them, and everybody is doing them and everybody.

Maria: 1:32:28

So everyone is doing it and we do, everyone in the technical team, obviously, and everyone is attending to the sessions.

Maria: 1:32:37

Uh, even the boards of administration has sessions to have a certain level, appropriate level of knowledge of what is being done in livramento and what is working with traumatized people and what helps and what not. Helps the cooks have, the general services have, the educators have sessions, and that is very relevant. Our method is this we share a bit of material, we share a bit of the model, but we can share things that are not part of the model. An article we can build a two or three pages on an issue that is became relevant in a certain point of time, and then we don’t do like a very uh, like class, uh, format. You know, we share the material material ahead and then we discuss uh, what were the thoughts about that, what experiences are we having related to this issue, what did people do, what they think about, what they felt about it. And then, in this way, I think we are not giving all the answers, we are just giving a way of thinking about the work and a way of reflecting about the work and the needs of the girls.

Colby: 1:34:07

We want people to think about what they’re doing and to be supported and encouraged to stop and think about the work, how it’s impacting us, what we’re doing, and one of the other things that’s really came through in these podcasts is the importance of doing that right through the organisation you know and across all the roles in the organisation. You want an organisation that is aligned, that has a common knowledge base, has a common philosophy or approach and there’s an understanding across the organisation of what that looks like.

Carla: 1:34:57

Yeah, something else we felt it was very important and it was a change is about the recruitment process, because the characteristics and profile of staff are very, very important and in Portugal they are not obliged to be graduated the one who take care directly with children. Sometimes they are not so much skilled and our recruitment process we made a system with the help also of Patrick is focused on the character, the sense of mission, the sense of purpose and so on, the values of people and the resilience also, because that’s very important. It’s very easy to become vicarious, trauma or burnout, so it must be emotionally very strong and also with sense of purpose to work in a place like this one, and the recruitment process becomes a very important instrument.

Ivone: 1:36:02

We made about different moments, that we have different moments, methodology that we apply of support the educators, the carers in meetings to the technical and the carer or in a group, and also the training meetings and the training. Can you help me, Maria João?

Maria: 1:36:30

just clarify what I’m saying so um, when we thought about the model and the appropriation of the model. This is the more formal way of appropriating, but what Carla is saying is that we also thought about all the of the group processes inside Livramento, and the group processes go from the start the group process from children until the group process between different layers of the team, and so we are responsible for a set of people each one of us and so we have the responsibility to meet in a trustworthy how do you say it? Frequency, and in those meetings that can be in a one-to-one or one-to-three groups, we discuss what is going on, what people are feeling about what’s going on and what strategies may be put in place to manage what’s going on, what people are feeling about what’s going on and what strategies may be put to place to manage what’s going on. Um, we also have these meetings with yvonne. We have these meetings with the ones that are at our responsibility.

Maria: 1:37:36

The educators have these meetings with the girls, with the group assemblies, and we do have meetings directly with the girls in a holistic way, as we spoke before, but also in a in a more internal way of managing things with, for example, the assessment of their development and and the building of the plan of intervention with the girls, and so all of this is support. All of this is also appropriation of the model and a way to maintain as healthy as possible dynamics inside the liveramento and if this is reliable and systemic, etc.

Maria: 1:38:21

it’s less probable for collusions and subcultures to develop, etc, you know, or it’s difficult for them to happen without visibility. That’s what I mean to say.

Carla: 1:38:36

And we also have supervision, you know, with Patrick and the team and me too, and now the team felt the need of having some more clinical supervision. Let’s say and we add someone to this team and maybe something we didn’t say about all the applicants we tried to have a scientific committee that could go through all the phases of the application of the projects and also reflect with us at the same time. So it was a supportive system all the time in our situations.

Colby: 1:39:17

I mean, I expect nothing less of Patrick, of course, and the contribution that he’s made and the contribution that he’s made. I recall a conversation that I had with Patrick some time ago where I’m just I’m trying to think of the. We were talking about questions that you might ask an organisation or ask a group of practitioners about the work, to kind of draw out what’s really important. And in the context of that conversation I said I’ll. I think there’s only really three questions that you need to ask and answer Maria just said two of them, but in your presentation earlier all three were encapsulated and that is to be able to stop and think what’s really going on here that’s question number one and to have a theoretical framework which helps us answer that question what’s really going on here? What’s going on for our clients, but also what’s going on for ourselves?

Colby: 1:40:29

The next question is what can we do to respond therapeutically to what’s really going on here? And that’s where the model of care comes in. And often the model of care can have both it can have the understanding of what we need to know and how we best understand our service recipients and also what we need to do to respond therapeutically. And then the third question, of course, is how do we know we’re making a difference? And I think you talked about a constant process of evaluating and, of course, if we don’t turn our minds to what success looks like in our endeavours, then all the problems just take up our attention and we struggle to see those things.

Colby: 1:41:24

So I think you know evaluation and constant evaluation, review and improvement is so important and very much based on having in our minds what success, what a good outcome looks like. So I’ve heard all of those things today, so that’s terrific. I know we’re sitting on just a little bit over an hour and a half. I usually give people who come on the podcast the opportunity to ask me a question if they like. I probably would suggest that we don’t have five questions of me, but did you think about a question that you might like to ask me before we go, because I love answering questions without notice?

Maria: 1:42:18

Yeah, we discussed a little bit before the beginning.

Maria: 1:42:23

So recently I mean, I’ve heard about your podcast, uh, because patrick told us about it, and uh, I went and searched and heard I think three episodes and I thought it was. I was really blown away by the work of dr nicola sullivan I think it’s her name and the work that Sally Rhodes did with families, which sounded very innovative and very mind blowing, I thought. And so I was like Colby has access to people that are doing good and innovative things, good and innovative things. And so, since you have that access and you are doing this that you’re doing, we would like to know, from your position and your lenses, looking out not only in Australia but throughout the world, what innovative things have been or have been coming up to you in the field of residential care that you think it’s relevant to share with us and with whoever is listening okay, um, there’s so many things that that I would um say so far, from the various podcasts with people with experience in residential care, the things that really stick out for me, one is preserving family connection, I think.

Colby: 1:43:58

Well, I don’t think. I believe that our attachment style, the way in which we approach life and relationships, is an amalgamation of all of our significant attachment experiences. They’re all of our important relationships, contribute to our overall attachment style. So you have attachment relationships and those relationships can be secure, insecure, disorgan, disorganized, whatever. And then you have attachment style, which is how a person approaches life and relationships in consideration of all of their attachment experiences and how that is reflected in their internal working model or attachment representations model or attachment representations. So it’s very difficult to achieve attachment security in terms of security of attachment style when you leave certain relationships damaged, when you leave certain relationships damaged unrepaired, and that happens too often in our out-of-home care system.

Colby: 1:45:12

So I think, one of the things that has really stood out for me, and even going back to the Cotswold community in the UK where Patrick first started his work, the Cotswold community in the UK where Patrick first started his work what I understand to be the case about other such programs and therapeutic schools the Mulberry Bush School is this acknowledgement of the importance of preserving and repairing and strengthening connection with family and how those places including now in the supported accommodation facilities in the UK that I know of the children go home?

Colby: 1:46:00

They go home for special occasions In the therapeutic schools. They go home in the holidays, special occasions In the therapeutic schools, they go home in the holidays. So these are very, I guess is full of risk, that we can’t get rid of all risk for our young people, that we need to be able to manage risk, but we also need to ensure that our children have good family connection. So, in a nutshell, I think it’s been, with various programs, the totally different approach to preserving birth-family connection. Yeah, and that’s why I was really interested to hear about the work that Bruna had been doing as well and that you’re seeking to do more of had been doing as well, and that you’re seeking to do more of.

Colby: 1:47:28

I think you brought. You mentioned two of our previous guests, maria and Sally. Sally is from my jurisdiction. I provide clinical supervision for her team and they do terrific things in terms of getting children home, getting children, young people home. Nicola is in Ireland and a secondary interest for me beyond residential care is supervision, supervision and support, and what I’ve noticed with most of my guests is this idea of you know everyone in the organisation having supervision.

Colby: 1:48:19

Now, you referred to meetings as well as supervision, but what I mean by that is that everyone has the opportunity to stop and think and reflect and talk about the work and talk about the individuals where that’s appropriate. So I think that’s it shouldn’t be innovative, but it is. Would be my observation. And look, and I don’t have thank you for suggesting it might be the case, maria, but I don’t have necessarily the reach that you were saying in terms of people I know from the jurisdictions in which I have worked is that you know not everyone in the organisation.

Colby: 1:49:12

In fact, very few people in our statutory child protection departments, for example, have even the opportunity to just stop and think about the work that they’re doing, its impact on them, what’s really going on for them and for the children and young people that they’re making decisions about how to respond to their needs therapeutically and how we know that we’re making a positive difference in our lives. I think without supervision, without that setting aside of time to stop and think, the work becomes very, loses its heart and just becomes very procedural. I’ve said that in other podcasts as well when we stop thinking about what we’re doing, we just become very heartless and procedural and that’s awful for our young people. Sorry, maria.

Maria: 1:50:13

No, that was a great answer and I do agree with everything that you said. I think we all do, and I think this is also a challenge, you know, because we have this in this structured way since we designed the model. Obviously, meetings happened before that, but we didn’t think about the flux of meetings in a systemic and systematic way. Flux of meetings in a system, systemic and systematic way, and maintaining it, it’s a very for us at least, it’s a very great challenge because, uh, because of several factors, but one of them being that our context is very unpredictable, although we try to bring the most predictability that we can. And it’s challenging not to reschedule, not to drop the meetings that are planned, etc. But I do think that this is essential to our work to have. They might be small, like short slots of conversations, or longer, it doesn’t matter.

Maria: 1:51:35

I think anxieties go down when people know that they can count on this one meeting that they are going to have in two days and that it’s very probable that it’s not going to blow away and not happen.

Maria: 1:51:52

You know, and when we have adults that are less anxious, we will have children that are probably less anxious also, and so there, I realized that we all reckon that, uh, when we started doing this, you know you can always spot on people that are struggling, and I think the nature of human beings is jump to judgments and think, oh, that person has a problem, she she’s not fitting in, or or she’s always struggling in the same issues, and it’s very easy for us to personalize an issue on someone rather than on the way things are happening on around and in the system.

Maria: 1:52:42

And what was kind of evident to me is that we will always have people that are struggling and whose profiles might be relevant to the good work. But when the system is working, it’s less probable that this is going to have a negative impact in the girls and the young people. And I’m not saying that we don’t sometimes fail, I mean, and that a meeting doesn’t happen. But I am also very aware that when that happens, things start to happen, you know, like anxiety starts to arise and issues that might have been contained in a certain point are are not contained. And so that’s why we all of us value so much this consistency and this stream of places where people can think about what they’re, what is going on, what they’re feeling about the work and the girls, but not only the girls the work in general and feel supported and listened to, and that is one very, very relevant issue of our work.

Colby: 1:54:03

Well, listen, thank you again for um agreeing to take part in the podcast. Hopefully, um, you, we, we kind of uh are able to present all the things that you wanted to present. Um, I think it is such a it’s such a fantastic endeavour that you’re involved in and I’m really pleased to be able to make it public through this podcast. So I just wish you all the best in your continuing endeavours on behalf of the young people, and maybe we might have another chat another time if you’re open to it.

Liliana: 1:54:51

Yes, of course.

Carla: 1:54:52

Yes, thank you very much.

Bruna: 1:54:56

Thank you very much, Colby

.Ivone: 1:54:57

Thank you.

Liliana: 1:54:58

Thank you, thank you All right.