RETENTION-BASED FOSTER CARE RECRUITMENT

When it comes down to it, there are basically only two ways to recruit non-kin foster carers. At one end of the spectrum is what I call the retention-based foster care recruitment approach.

With this approach the organisation already has a sufficiently sized and diverse pool of foster carers who love what they do, and feel valued by, and strongly connected to the organisation and its values. Foster carers are supported and developed, and utilisation rates are high. Whenever these foster carers move on, it will be for positive reasons. Children and young people are matched to one of several appropriate and purposeful possibilities and placement decision-related breakdowns are rare. Organisations using a retention-based foster care recruitment strategy will have a very clear understanding of the extent to which they are meeting the needs of children and young people in the area and seek to continuously improve their performance.

Recruitment of new foster carers is primarily based on the one method that has the most research evidence to support it - ‘word of mouth’. While still supported by other methods, this essentially take three forms, with existing foster carers:

·       supporting campaign activities through attendance at events or appearances in videos etc. and providing ‘social proof’ to prospective applicants.

·       acting as organisation ‘referees’ in relation to informal day-to-day approaches and questions from family members, friends, children’s friends’ parents and members of their community organisations etc. and 

·       passing on actual referrals from the above. 

So what’s the strategy at the other end of the spectrum? Continuously recruiting foster carers who quickly become dissatisfied and then replacing them. The worst examples of this I call the cannon-fodder approach drawing on the notion of when soldiers, and particularly infantry, are unethically viewed merely as material to be expended in war

No organisation or professional ever wants to be at or near this other end of the spectrum and once here it can be difficult to get out of as you’re also blindly battling negative ‘word of mouth’ publicity. It isn’t good for children, foster carers or the organisation.

It is usually triggered by some kind of crisis whether that be the loss of key staff, an unsuccessful policy shift, a major scandal or a large and unexpected increase in placement demand. Prospective foster carers may also smell and be put off by organisational desperation or any lack of candour, and there is always the risk that professional standards will be compromised.

Organisations that find themselves here need to move along the spectrum towards the retention-based approach as soon as possible. Where would you place your organisation on such a spectrum?

I’d love to hear your thoughts! You can email me at: iain@betteroutcomes.co.nz

Kia kaha (Stay Strong).

Iain