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 carries himself with the measured poise of someone who has found his place. His oxford shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “how are you.”

James wears his NHS lanyard not merely as an employee badge but as a symbol of belonging. It sits against a pressed shirt that gives no indication of the tumultuous journey that led him to this place.

What distinguishes James from many of his colleagues is not obvious to the casual observer. His demeanor reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an effort created purposefully for young people who have experienced life in local authority care.

“It felt like the NHS was putting its arm around me,” James says, his voice steady but carrying undertones of feeling. His remark encapsulates the core of a programme that strives to reinvent how the massive healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The figures paint a stark picture. Care leavers commonly experience higher rates of mental health issues, money troubles, shelter insecurities, and diminished educational achievements compared to their age-mates. Behind these cold statistics are personal narratives of young people who have traversed a system that, despite genuine attempts, frequently fails in providing the stable base that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s commitment to the Care Leaver Covenant, signifies a significant change in systemic approach. Fundamentally, it recognizes that the complete state and civil society should function as a “communal support system” for those who haven’t known the stability of a conventional home.

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

The Programme is thorough in its approach, starting from detailed evaluations of existing practices, forming management frameworks, and obtaining leadership support. It acknowledges that successful integration requires more than lofty goals—it demands tangible actions.

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

The conventional NHS recruitment process—rigid and often daunting—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than numerous requirements. Applications have been reimagined to address the particular difficulties care leavers might encounter—from missing employment history to having limited internet access.

Perhaps most significantly, the Programme understands that starting a job can pose particular problems for care leavers who may be managing independent living without the support of familial aid. Issues like commuting fees, proper ID, and financial services—considered standard by many—can become significant barriers.

The beauty of the Programme lies in its meticulous consideration—from explaining payslip deductions to offering travel loans until that critical first wage disbursement. Even apparently small matters like break times and professional behavior are deliberately addressed.

For James, whose professional path has “transformed” his life, the Programme offered more than work. It offered him a sense of belonging—that ineffable quality that emerges when someone is appreciated not despite their background but because their particular journey enhances the workplace.

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

The NHS Universal Family Programme embodies more than an job scheme. It stands as a strong assertion that systems can change to welcome those who have known different challenges. In doing so, they not only change personal trajectories but enhance their operations through the distinct viewpoints that care leavers bring to the table.

As James walks the corridors, his participation subtly proves that with the right support, care leavers can thrive in environments once deemed unattainable. The arm that the NHS has offered through this Programme symbolizes not charity but acknowledgment of untapped potential and the fundamental reality that each individual warrants a community that believes in them.