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 polished footwear move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a “hello there.”

James wears his NHS lanyard not merely as institutional identification but as a testament of acceptance. It rests against a neatly presented outfit that betrays nothing of the challenging road that led him to this place.

What separates James from many of his colleagues is not visible on the surface. His demeanor reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have spent time in care.

“The Programme embraced me when I needed it most,” James explains, his voice controlled but revealing subtle passion. His observation summarizes the core of a programme that strives to reinvent how the massive healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The numbers tell a troubling story. Care leavers commonly experience greater psychological challenges, money troubles, housing precarity, and diminished educational achievements compared to their age-mates. Behind these cold statistics are individual journeys of young people who have traversed a system that, despite best intentions, frequently fails in delivering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, represents a substantial transformation in systemic approach. Fundamentally, it recognizes that the whole state and civil society should function as a “collective parent” for those who have missed out on the security of a traditional family setting.

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

The Programme is detailed in its strategy, starting from detailed evaluations of existing procedures, establishing governance structures, and securing executive backing. It recognizes that successful integration requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve created a consistent support system with representatives who can offer help and direction on mental health, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now highlight character attributes rather than numerous requirements. Application processes have been reconsidered to accommodate the unique challenges care leavers might experience—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme recognizes that starting a job can pose particular problems for care leavers who may be managing independent living without the support of familial aid. Matters like commuting fees, identification documents, and banking arrangements—assumed basic by many—can become major obstacles.

The brilliance of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that crucial first salary payment. Even ostensibly trivial elements like coffee breaks and office etiquette are carefully explained.

For James, whose professional path has “revolutionized” his life, the Programme delivered 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 distinct perspective enhances the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his eyes reflecting the subtle satisfaction of someone who has found his place. “It’s about a collective of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It functions as a strong assertion that organizations can adapt to include those who have known different challenges. In doing so, they not only transform individual lives but improve their services through the special insights that care leavers provide.

As James navigates his workplace, his presence silently testifies that with the right assistance, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has extended through this Programme signifies not charity but recognition of hidden abilities and the profound truth that everyone deserves a community that supports their growth.