NHS: The Family They Never Had

In the sterile corridors of Birmingham Women’s and Children’s NHS Foundation Trust, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His oxford shoes move with deliberate precision as he greets colleagues—some by name, others with the comfortable currency of a “good morning.”

James wears his NHS lanyard not merely as institutional identification but as a symbol of inclusion. It hangs against a pressed shirt that offers no clue of the difficult path that led him to this place.

What sets apart James from many of his colleagues is not obvious to the casual observer. His presence discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative created purposefully for young people who have been through the care system.

“I found genuine support within the NHS structure,” James says, his voice steady but revealing subtle passion. His statement encapsulates the core of a programme that strives to revolutionize how the massive healthcare system views care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.

The figures paint a stark picture. Care leavers frequently encounter higher rates of mental health issues, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their peers. Behind these clinical numbers are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, frequently fails in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a significant change in systemic approach. At its core, it recognizes that the whole state and civil society should function as a “communal support system” for those who haven’t experienced the security of a typical domestic environment.

Ten pioneering healthcare collectives across England have charted the course, creating structures that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its strategy, beginning with comprehensive audits of existing practices, creating oversight mechanisms, and securing executive backing. It understands that successful integration requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a reliable information exchange with representatives who can offer help and direction on personal welfare, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now focus on character attributes rather than extensive qualifications. Applications have been redesigned to accommodate the specific obstacles care leavers might face—from not having work-related contacts to facing barriers to internet access.

Possibly most crucially, the Programme acknowledges that entering the workforce can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like transportation costs, personal documentation, and bank accounts—considered standard by many—can become substantial hurdles.

The beauty of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that essential first wage disbursement. Even ostensibly trivial elements like rest periods and office etiquette are thoughtfully covered.

For James, whose career trajectory has “changed” his life, the Programme offered more than work. It gave him a perception of inclusion—that elusive quality that grows when someone is appreciated not despite their past but because their unique life experiences enriches the organization.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the modest fulfillment of someone who has secured his position. “It’s about a collective of different jobs and roles, a group of people who truly matter.”

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a strong assertion that institutions can adapt to welcome those who have navigated different paths. In doing so, they not only transform individual lives but enhance their operations through the unique perspectives that care leavers contribute.

As James walks the corridors, his involvement silently testifies that with the right support, care leavers can thrive in environments once thought inaccessible. The support that the NHS has extended through this Programme symbolizes not charity but recognition of overlooked talent and the essential fact that all people merit a community that champions their success.