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 navigates his daily responsibilities with subtle confidence. His oxford shoes whisper against the floor as he acknowledges colleagues—some by name, others with the universal 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 pressed shirt that betrays nothing of the difficult path that led him to this place.

What distinguishes James from many of his colleagues is not obvious to the casual observer. His presence gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have spent time in care.

“The Programme embraced me when I needed it most,” James reflects, his voice measured but carrying undertones of feeling. His remark encapsulates the core of a programme that strives to revolutionize how the massive healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The numbers reveal a challenging reality. Care leavers often face higher rates of mental health issues, financial instability, housing precarity, and reduced scholarly attainment compared to their contemporaries. Beneath these cold statistics are human stories of young people who have navigated a system that, despite genuine attempts, often falls short in delivering 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, embodies a profound shift in systemic approach. At its core, it acknowledges that the whole state and civil society should function as a “collective parent” for those who haven’t experienced the constancy of a typical domestic environment.

Ten pioneering healthcare collectives across England have charted the course, establishing systems that rethink how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is meticulous in its approach, beginning with comprehensive audits of existing practices, forming oversight mechanisms, and securing leadership support. It recognizes that effective inclusion requires more than good intentions—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 deliver help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—structured and potentially intimidating—has been carefully modified. Job advertisements now emphasize personal qualities rather than long lists of credentials. Application processes have been reconsidered to accommodate the particular difficulties care leavers might encounter—from missing employment history to having limited internet access.

Possibly most crucially, the Programme recognizes that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like commuting fees, proper ID, and financial services—assumed basic 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 critical first wage disbursement. Even apparently small matters like coffee breaks and workplace conduct are deliberately addressed.

For James, whose professional path has “revolutionized” his life, the Programme provided more than a job. It provided him a feeling of connection—that elusive quality that develops when someone feels valued not despite their history but because their particular journey 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 found his place. “It’s about a collective of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It exists as a strong assertion that institutions can evolve to welcome those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the distinct viewpoints that care leavers provide.

As James walks the corridors, his presence subtly proves that with the right support, care leavers can succeed in environments once thought inaccessible. The support that the NHS has provided through this Programme signifies not charity but recognition of overlooked talent and the fundamental reality that everyone deserves a support system that believes in them.