NHS: The Family They Never Had

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “good morning.”

James wears his NHS lanyard not merely as institutional identification but as a declaration of inclusion. It hangs against a neatly presented outfit that offers no clue of the challenging road that preceded his arrival.

What distinguishes James from many of his colleagues is not visible on the surface. His demeanor gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

“I found genuine support within the NHS structure,” James says, his voice measured but tinged with emotion. His statement summarizes the essence of a programme that strives to reinvent how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The figures tell a troubling story. Care leavers often face higher rates of mental health issues, money troubles, accommodation difficulties, and diminished educational achievements compared to their peers. Behind these cold statistics are human stories of young people who have traversed a system that, despite good efforts, regularly misses the mark in delivering the stable base that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a substantial transformation in organizational perspective. Fundamentally, it recognizes that the complete state and civil society should function as a “communal support system” for those who have missed out on the stability of a conventional home.

Ten pioneering healthcare collectives across England have led the way, creating frameworks that rethink how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is meticulous in its methodology, starting from thorough assessments of existing procedures, establishing oversight mechanisms, and garnering senior buy-in. It acknowledges that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a regular internal communication network with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—rigid 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 specific obstacles care leavers might face—from not having work-related contacts to struggling with internet access.

Perhaps most significantly, the Programme acknowledges that beginning employment can create specific difficulties for care leavers who may be managing independent living without the backup of family resources. Issues like transportation costs, personal documentation, and bank accounts—considered standard by many—can become significant barriers.

The brilliance of the Programme lies in its meticulous consideration—from explaining payslip deductions to offering travel loans until that crucial first salary payment. Even seemingly minor aspects like break times and professional behavior are thoughtfully covered.

For James, whose NHS journey has “transformed” his life, the Programme provided more than employment. It gave him a feeling of connection—that intangible quality that grows when someone senses worth not despite their past but because their distinct perspective improves the institution.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the modest fulfillment of someone who has secured his position. “It’s about a collective of different jobs and roles, a group of people who genuinely care.”

The NHS Universal Family Programme embodies more than an job scheme. It functions as a strong assertion that organizations can evolve to embrace those who have experienced life differently. In doing so, they not only transform individual lives but enrich themselves through the unique perspectives that care leavers contribute.

As James walks the corridors, his participation quietly demonstrates that with the right support, care leavers can succeed in environments once thought inaccessible. The embrace that the NHS has offered through this Programme signifies not charity but appreciation of hidden abilities and the profound truth that each individual warrants a community that champions their success.