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 smart shoes barely make a sound as he acknowledges colleagues—some by name, others with the familiar currency of a "good morning."
James wears his NHS lanyard not merely as an employee badge but as a declaration of acceptance. It rests against a well-maintained uniform that gives no indication of the tumultuous journey that preceded his arrival.
What separates James from many of his colleagues is not obvious to the casual observer. His bearing reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking designed specifically for young people who have been through the care system.
"The Programme embraced me when I needed it most," James says, his voice steady but tinged with emotion. His statement summarizes the core of a programme that aims to transform how the vast healthcare system views care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.
The numbers reveal a challenging reality. Care leavers commonly experience higher rates of mental health issues, financial instability, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, frequently fails in offering the stable base that forms most young lives.
The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, represents a profound shift in organizational perspective. At its core, it recognizes that the entire state and civil society should function as a "communal support system" for those who have missed out on the stability of a conventional home.
Ten pathfinder integrated care boards across England have led the way, developing systems that reconceptualize how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.
The Programme is detailed in its strategy, starting from thorough assessments of existing practices, establishing management frameworks, and securing senior buy-in. It acknowledges that effective inclusion requires more than noble aims—it demands concrete steps.
In NHS Birmingham and Solihull ICB, where James started his career, they've created a regular internal communication network with representatives who can offer assistance and counsel on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.
The standard NHS recruitment process—formal and possibly overwhelming—has been carefully modified. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Applications have been redesigned to address the unique challenges care leavers might face—from lacking professional references to having limited internet access.
Perhaps most significantly, the Programme recognizes that starting a job can create specific difficulties for care leavers who may be managing independent living without the backup of family resources. Concerns like commuting fees, identification documents, and financial services—assumed basic by many—can become significant barriers.
The elegance of the Programme lies in its thorough planning—from explaining payslip deductions to helping with commuting costs until that essential first wage disbursement. Even apparently small matters like coffee breaks and workplace conduct are carefully explained.
For James, whose career trajectory has "revolutionized" his life, the Programme delivered more than a job. It offered him a feeling of connection—that elusive quality that emerges when someone is appreciated not despite their past but because their distinct perspective enhances 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 embodies more than an employment initiative. It exists as a powerful statement that systems can change to include those who have experienced life differently. In doing so, they not only change personal trajectories but enhance their operations through the unique perspectives that care leavers contribute.
As James moves through the hospital, his participation quietly demonstrates that with the right support, care leavers can succeed in environments once considered beyond reach. The embrace that the NHS has offered through this Programme signifies not charity but acknowledgment of hidden abilities and the essential fact that each individual warrants a family that believes in them.
