NHS: The Family They Never Had

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His oxford shoes whisper against the floor as he greets colleagues—some by name, others with the universal currency of a “good morning.”

James carries his identification not merely as a security requirement but as a declaration of inclusion. It hangs against a well-maintained uniform that offers no clue of the challenging road that brought him here.

What sets apart James from many of his colleagues is not obvious to the casual observer. His bearing discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative created purposefully for young people who have experienced life in local authority care.

“I found genuine support within the NHS structure,” James reflects, his voice controlled but carrying undertones of feeling. His statement captures the heart of a programme that aims to revolutionize how the massive healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The numbers reveal a challenging reality. Care leavers often face higher rates of mental health issues, money troubles, housing precarity, and lower academic success compared to their contemporaries. Underlying these cold statistics are personal narratives of young people who have navigated a system that, despite best intentions, frequently fails in providing the nurturing environment that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. Fundamentally, it acknowledges that the complete state and civil society should function as a “communal support system” for those who haven’t experienced the stability of a conventional home.

Ten pathfinder integrated care boards across England have blazed the trail, establishing frameworks that reconceptualize how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its strategy, starting from comprehensive audits of existing practices, establishing oversight mechanisms, and securing leadership support. It understands that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a regular internal communication network with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—formal and potentially intimidating—has been carefully modified. Job advertisements now highlight personal qualities rather than extensive qualifications. Application procedures have been reconsidered to accommodate the particular difficulties care leavers might experience—from missing employment history to facing barriers to internet access.

Perhaps most significantly, the Programme understands that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the backup of familial aid. Concerns like travel expenses, proper ID, and bank accounts—considered standard by many—can become substantial hurdles.

The beauty of the Programme lies in its attention to detail—from outlining compensation information to providing transportation assistance until that essential first wage disbursement. Even seemingly minor aspects like break times and professional behavior are deliberately addressed.

For James, whose career trajectory has “changed” his life, the Programme offered more than a job. It gave him a feeling of connection—that elusive quality that emerges when someone is appreciated not despite their background but because their unique life experiences enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the modest fulfillment of someone who has discovered belonging. “It’s about a family of different jobs and roles, a family of people who really connect.”

The NHS Universal Family Programme represents more than an job scheme. It exists as a powerful statement that organizations can change to welcome those who have navigated different paths. In doing so, they not only transform individual lives but enrich themselves through the distinct viewpoints that care leavers provide.

As James navigates his workplace, his presence quietly demonstrates that with the right help, care leavers can succeed in environments once thought inaccessible. The embrace that the NHS has offered through this Programme signifies not charity but acknowledgment of overlooked talent and the profound truth that all people merit a support system that champions their success.