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 barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “hello there.”

James displays his credentials not merely as institutional identification but as a testament of inclusion. It rests against a pressed shirt that gives no indication of the challenging road that led him to this place.

What sets apart James from many of his colleagues is not immediately apparent. His demeanor gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative designed specifically for young people who have experienced life in local authority care.

“It felt like the NHS was putting its arm around me,” James reflects, his voice measured but carrying undertones of feeling. His statement summarizes the essence of a programme that seeks to transform how the enormous healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The statistics paint a stark picture. Care leavers often face poorer mental health outcomes, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their age-mates. Underlying these cold statistics are individual journeys of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in providing the stable base that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, embodies a profound shift in systemic approach. Fundamentally, it recognizes that the whole state and civil society should function as a “universal family” for those who have missed out on the security of a typical domestic environment.

A select group of healthcare regions across England have led the way, developing structures that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is thorough in its strategy, initiating with thorough assessments of existing practices, establishing governance structures, and garnering executive backing. It understands that successful integration requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve developed a regular internal communication network with representatives who can provide assistance and counsel on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—formal and possibly overwhelming—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 encounter—from not having work-related contacts to having limited internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be navigating autonomy without the support of family resources. Issues like transportation costs, personal documentation, and bank accounts—taken for granted by many—can become significant barriers.

The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that essential first wage disbursement. Even ostensibly trivial elements like coffee breaks and professional behavior are deliberately addressed.

For James, whose professional path has “transformed” his life, the Programme provided more than employment. It provided him a sense of belonging—that ineffable quality that grows when someone feels valued not despite their background but because their distinct perspective improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his expression revealing the subtle satisfaction of someone who has secured his position. “It’s about a collective of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme represents more than an job scheme. It stands as a bold declaration that organizations can evolve to embrace those who have known different challenges. In doing so, they not only alter individual futures but enrich themselves through the special insights that care leavers contribute.

As James walks the corridors, his participation silently testifies that with the right support, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has provided through this Programme symbolizes not charity but acknowledgment of overlooked talent and the profound truth that all people merit a support system that champions their success.