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 polished footwear barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “how are you.”

James displays his credentials not merely as institutional identification but as a symbol of inclusion. It rests against a pressed shirt that gives no indication of the challenging road that preceded his arrival.

What distinguishes James from many of his colleagues is not immediately apparent. His bearing reveals 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 spent time in care.

“It felt like the NHS was putting its arm around me,” James reflects, his voice steady but revealing subtle passion. His observation encapsulates the essence of a programme that seeks to reinvent how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers often face poorer mental health outcomes, economic uncertainty, housing precarity, and lower academic success compared to their contemporaries. Beneath these impersonal figures are personal narratives of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in offering the stable base that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, embodies a profound shift in institutional thinking. Fundamentally, it recognizes that the complete state and civil society should function as a “collective parent” for those who have missed out on the constancy of a conventional home.

Ten pioneering healthcare collectives across England have led the way, establishing 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, beginning with comprehensive audits of existing practices, forming oversight mechanisms, and securing executive backing. It understands that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve created a reliable information exchange with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—structured and possibly overwhelming—has been intentionally adjusted. Job advertisements now highlight character attributes rather than extensive qualifications. Applications have been redesigned to accommodate the unique challenges care leavers might encounter—from missing employment history to having limited internet access.

Maybe most importantly, the Programme understands that starting a job can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of familial aid. Matters like transportation costs, personal documentation, and banking arrangements—assumed basic by many—can become substantial hurdles.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that crucial first payday. Even apparently small matters like coffee breaks and office etiquette are deliberately addressed.

For James, whose professional path has “revolutionized” his life, the Programme offered more than employment. It provided him a perception of inclusion—that ineffable quality that develops when someone feels valued not despite their history but because their distinct perspective enhances 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 secured his position. “It’s about a collective of different jobs and roles, a family of people who genuinely care.”

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a powerful statement that institutions can evolve to include those who have known different challenges. In doing so, they not only change personal trajectories but enrich themselves through the unique perspectives that care leavers provide.

As James walks the corridors, his presence quietly demonstrates that with the right help, care leavers can flourish in environments once deemed unattainable. The support that the NHS has provided through this Programme signifies not charity but appreciation of untapped potential and the essential fact that all people merit a support system that believes in them.