NHS: The Family They Never Had

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes whisper against the floor as he acknowledges colleagues—some by name, others with the universal currency of a “hello there.”

James carries his identification not merely as a security requirement but as a symbol of belonging. It sits against a well-maintained uniform that betrays nothing of the difficult path that led him to this place.

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

“It felt like the NHS was putting its arm around me,” James says, his voice controlled but tinged with emotion. His remark captures the heart of a programme that seeks to revolutionize how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The numbers paint a stark picture. Care leavers commonly experience higher rates of mental health issues, economic uncertainty, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Behind these cold statistics are personal narratives of young people who have navigated 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, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, represents a significant change in systemic approach. Fundamentally, it acknowledges that the whole state and civil society should function as a “collective parent” for those who have missed out on the stability of a typical domestic environment.

Ten pathfinder integrated care boards across England have charted the course, creating systems that rethink how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its methodology, starting from comprehensive audits of existing practices, forming oversight mechanisms, and garnering leadership support. It understands that effective inclusion requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve created a consistent support system with representatives who can provide support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—formal and possibly overwhelming—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than extensive qualifications. Application processes have been reimagined to consider the particular difficulties care leavers might experience—from missing employment history to having limited internet access.

Possibly most crucially, the Programme understands that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the support of familial aid. Issues like transportation costs, personal documentation, and banking arrangements—considered standard by many—can become significant barriers.

The beauty of the Programme lies in its thorough planning—from clarifying salary details to providing transportation assistance until that essential first wage disbursement. Even seemingly minor aspects like coffee breaks and office etiquette are thoughtfully covered.

For James, whose NHS journey has “changed” his life, the Programme provided more than a job. It offered him a sense of belonging—that elusive quality that grows when someone feels valued not despite their past but because their distinct perspective enriches the institution.

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

The NHS Universal Family Programme exemplifies more than an employment initiative. It functions as a strong assertion that institutions can adapt to embrace those who have known different challenges. In doing so, they not only transform individual lives but enhance their operations through the distinct viewpoints that care leavers provide.

As James walks the corridors, his participation quietly demonstrates that with the right assistance, care leavers can thrive in environments once thought inaccessible. The support that the NHS has offered through this Programme signifies not charity but recognition of untapped potential and the essential fact that everyone deserves a community that supports their growth.