On the outskirts of Copenhagen, Josephine Schneider’s House operates as one of Denmark’s long-established children’s homes, offering a model of residential care that is drawing interest from officials in England amid a mounting crisis in the country’s social care system for children. Danish homes are increasingly cited internationally for their approach to child welfare, particularly their emphasis on stable staffing, personal development, and family connections.

In England, the social care sector faces significant challenges. Recent data reveal that 669 children are living in unlicensed or illegal children’s homes, while local councils are spending over £125 million annually to fund these placements. Costs for children’s residential care in England have doubled in less than five years, reaching over £3.1 billion in 2023-24, as quality standards decline and private equity firms capitalize on demand. Many children are sent far from their communities, exacerbating disruptions to their education and social lives.

Children’s Minister Josh MacAlister acknowledges the gravity of the situation and has expressed interest in adopting elements of the Danish model to address these problems. He highlighted issues such as children being forced to leave care at age 18—even during critical educational periods—and voiced support for a system that prioritizes long-term personal growth and sustained family relationships.

Central to Denmark’s model is the quality and stability of staffing, supported by extensive government funding and a mix of public and nonprofit ownership. Approximately one-third of Danish children’s homes are publicly owned, 42% nonprofit, and 27% private for-profit. Employment in these homes is regarded as a desirable career path, with competitive recruitment, comprehensive training, and strong retention rates. At Josephine Schneider’s House, many staff members have served for over a decade. By contrast, in England, more than half of children’s home staff have less than three years of experience, with poor pay, conditions, and training cited as major causes of turnover.

Emmanuel Akpan-Inwang, director of the Lighthouse Pedagogy Trust charity in London, emphasized that Denmark’s success is partly driven by its ability to attract and retain highly qualified professionals specializing in social pedagogy—a multidisciplinary field encompassing psychology, child development, and ethics.

The environment at Josephine Schneider’s House contrasts sharply with many English homes. The house encourages children’s participation in everyday activities such as cooking and grocery shopping, supports maintaining friendships, and prioritizes regular family engagement. Older residents have semi-independent living spaces and can remain in care until age 23, with opportunities to maintain connections beyond that age. This contrasts with England’s approach, where children must leave care at 18, often abruptly losing support during a critical transition to adulthood.

MacAlister recently visited Denmark to study these practices firsthand and is exploring how to reshape England’s care system. He advocates for greater local authority control over placements, increased support for foster and kinship care, and a move away from a profit-driven model toward one focused on children’s welfare. The Danish example offers a potential roadmap as England seeks sustainable solutions to its children’s social care crisis.