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 polished footwear barely make a sound as he greets colleagues—some by name, others with the familiar currency of a “hello there.”

James displays his credentials not merely as a security requirement but as a testament of acceptance. It hangs against a pressed shirt that gives no indication 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 demeanor discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have spent time in care.

“I found genuine support within the NHS structure,” James reflects, his voice measured but carrying undertones of feeling. His statement summarizes the heart of a programme that strives to reinvent how the vast healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The numbers reveal a challenging reality. Care leavers often face greater psychological challenges, financial instability, shelter insecurities, and reduced scholarly attainment compared to their peers. Underlying these cold statistics are personal narratives of young people who have navigated a system that, despite best intentions, regularly misses the mark in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a profound shift in organizational perspective. Fundamentally, it accepts that the whole state and civil society should function as a “communal support system” for those who have missed out on the stability of a typical domestic environment.

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

The Programme is detailed in its approach, initiating with detailed evaluations of existing policies, forming oversight mechanisms, and securing executive backing. It understands that successful integration requires more than lofty goals—it demands concrete steps.

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

The traditional NHS recruitment process—structured and potentially intimidating—has been thoughtfully adapted. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Application processes have been reconsidered to address the specific obstacles care leavers might encounter—from not having work-related contacts to struggling with internet access.

Maybe most importantly, the Programme understands that entering the workforce can pose particular problems for care leavers who may be managing independent living without the safety net of family resources. Matters like travel expenses, identification documents, and bank accounts—considered standard by many—can become major obstacles.

The brilliance of the Programme lies in its thorough planning—from explaining payslip deductions to offering travel loans until that crucial first wage disbursement. Even ostensibly trivial elements like break times and office etiquette are deliberately addressed.

For James, whose professional path has “transformed” his life, the Programme provided more than employment. It gave him a perception of inclusion—that ineffable quality that grows when someone feels valued not despite their background but because their unique life experiences enriches the organization.

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

The NHS Universal Family Programme embodies more than an job scheme. It functions as a powerful statement that organizations can evolve to embrace those who have known different challenges. In doing so, they not only transform individual lives but improve their services through the unique perspectives that care leavers bring to the table.

As James navigates his workplace, his participation quietly demonstrates that with the right assistance, care leavers can thrive in environments once thought inaccessible. The embrace that the NHS has extended through this Programme represents not charity but acknowledgment of untapped potential and the fundamental reality that everyone deserves a support system that champions their success.