NHS: The Family They Never Had

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes barely make a sound as he greets colleagues—some by name, others with the universal currency of a “good morning.”

James displays his credentials not merely as a security requirement but as a symbol of acceptance. It rests against a pressed shirt that gives no indication of the tumultuous journey that preceded his arrival.

What sets apart James from many of his colleagues is not visible on the surface. His bearing gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have been through the care system.

“I found genuine support within the NHS structure,” James reflects, his voice steady but revealing subtle passion. His observation captures the core of a programme that aims to transform how the massive healthcare system views care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The figures tell a troubling story. Care leavers commonly experience greater psychological challenges, economic uncertainty, housing precarity, and lower academic success compared to their age-mates. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite genuine attempts, often falls short in providing the supportive foundation that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, represents a significant change in institutional thinking. Fundamentally, it recognizes that the complete state and civil society should function as a “collective parent” for those who haven’t experienced the constancy of a conventional home.

A select group of healthcare regions across England have led the way, creating structures that rethink how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its approach, starting from thorough assessments of existing policies, forming oversight mechanisms, and garnering executive backing. It acknowledges that meaningful participation requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a consistent support system with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—structured and potentially intimidating—has been intentionally adjusted. Job advertisements now focus on personal qualities rather than long lists of credentials. Application processes have been reconsidered to address the particular difficulties care leavers might experience—from missing employment history to having limited internet access.

Possibly most crucially, the Programme acknowledges that beginning employment can present unique challenges for care leavers who may be handling self-sufficiency without the support of familial aid. Concerns like transportation costs, personal documentation, and financial services—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its meticulous consideration—from outlining compensation information to offering travel loans until that critical first salary payment. Even ostensibly trivial elements like break times and office etiquette are thoughtfully covered.

For James, whose career trajectory has “transformed” his life, the Programme delivered more than work. It gave him a sense of belonging—that intangible quality that develops when someone feels valued not despite their history but because their particular journey enriches the organization.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the subtle satisfaction of someone who has found his place. “It’s about a family of different jobs and roles, a team of people who really connect.”

The NHS Universal Family Programme embodies more than an job scheme. It functions as a strong assertion that organizations can adapt to include those who have experienced life differently. In doing so, they not only transform individual lives but enhance their operations through the distinct viewpoints that care leavers provide.

As James navigates his workplace, his presence quietly demonstrates that with the right support, care leavers can flourish in environments once considered beyond reach. The arm that the NHS has extended through this Programme signifies not charity but appreciation of hidden abilities and the essential fact that everyone deserves a support system that believes in them.