NHS: The Family They Never Had

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “how are you.”

James carries his identification not merely as an employee badge but as a declaration of inclusion. It hangs against a neatly presented outfit that offers no clue of the difficult path that brought him here.

What separates James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking designed specifically for young people who have been through the care system.

“It felt like the NHS was putting its arm around me,” James reflects, his voice steady but carrying undertones of feeling. His observation summarizes the heart of a programme that aims to transform how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The figures tell a troubling story. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their contemporaries. Beneath these cold statistics are human stories of young people who have maneuvered through a system that, despite good efforts, frequently fails in offering the stable base that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a significant change in organizational perspective. Fundamentally, it accepts that the complete state and civil society should function as a “universal family” for those who haven’t experienced the stability of a traditional family setting.

A select group of healthcare regions across England have charted the course, establishing systems that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is meticulous in its strategy, starting from comprehensive audits of existing practices, creating management frameworks, and securing executive backing. It understands that effective inclusion requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve created a consistent support system with representatives who can offer assistance and counsel on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now emphasize personal qualities rather than numerous requirements. Application procedures have been reconsidered to accommodate the particular difficulties care leavers might face—from lacking professional references to struggling with internet access.

Maybe most importantly, the Programme acknowledges that starting a job can pose particular problems for care leavers who may be managing independent living without the safety net of parental assistance. Matters like travel expenses, identification documents, and financial services—considered standard by many—can become major obstacles.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to offering travel loans until that crucial first wage disbursement. Even ostensibly trivial elements like rest periods and workplace conduct are deliberately addressed.

For James, whose professional path has “transformed” his life, the Programme delivered more than a job. It provided him a perception of inclusion—that ineffable quality that develops when someone feels valued not despite their background but because their distinct perspective enhances the institution.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the quiet pride 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 exemplifies more than an employment initiative. It stands as a strong assertion that institutions can evolve 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 contribute.

As James navigates his workplace, his participation quietly demonstrates that with the right help, care leavers can flourish in environments once thought inaccessible. The support that the NHS has extended through this Programme signifies not charity but recognition of overlooked talent and the fundamental reality that each individual warrants a family that supports their growth.