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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 moves with quiet purpose. His smart shoes move with deliberate precision as he greets colleagues—some by name, others with the familiar currency of a “hello there.”

James displays his credentials not merely as an employee badge but as a testament of belonging. It rests against a well-maintained uniform that betrays nothing of the challenging road that led him to this place.

What distinguishes 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 beneficiaries of the NHS Universal Family Programme—an effort created purposefully for young people who have been through the care system.

“The Programme embraced me when I needed it most,” James reflects, his voice controlled but carrying undertones of feeling. His remark captures the core of a programme that strives to revolutionize how the enormous healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The statistics paint a stark picture. Care leavers often face greater psychological challenges, money troubles, shelter insecurities, and lower academic success compared to their peers. Underlying these impersonal figures are human stories of young people who have traversed a system that, despite genuine attempts, frequently fails 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, represents a profound shift in organizational perspective. At its core, it accepts that the entire state and civil society should function as a “universal family” for those who have missed out on the security of a traditional family setting.

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

The Programme is detailed in its strategy, beginning with comprehensive audits of existing policies, forming oversight mechanisms, and securing senior buy-in. It acknowledges that effective inclusion requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve established a regular internal communication network with representatives who can deliver support, advice, and guidance on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—structured and possibly overwhelming—has been thoughtfully adapted. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Applications have been reimagined to address the unique challenges care leavers might encounter—from not having work-related contacts to having limited internet access.

Perhaps most significantly, the Programme acknowledges that beginning employment can create specific difficulties for care leavers who may be handling self-sufficiency without the support of family resources. Concerns like travel expenses, proper ID, and bank accounts—considered standard by many—can become major obstacles.

The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to offering travel loans until that essential first wage disbursement. Even apparently small matters like break times and workplace conduct are carefully explained.

For James, whose professional path has “revolutionized” his life, the Programme offered more than work. It provided him a sense of belonging—that elusive quality that emerges when someone senses worth not despite their history but because their particular journey improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the modest fulfillment of someone who has discovered belonging. “It’s about a community of different jobs and roles, a group of people who really connect.”

The NHS Universal Family Programme embodies more than an job scheme. It stands as a bold declaration that organizations can change to welcome those who have navigated different paths. In doing so, they not only transform individual lives but enhance their operations through the special insights that care leavers contribute.

As James moves through the hospital, his involvement subtly proves that with the right support, care leavers can flourish in environments once deemed unattainable. The arm that the NHS has extended through this Programme signifies not charity but recognition of untapped potential and the fundamental reality that all people merit a community that champions their success.