NHS: The Family They Never Had

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes barely make a sound as he greets colleagues—some by name, others with the comfortable currency of a “hello there.”

James wears his NHS lanyard not merely as an employee badge but as a testament of acceptance. It hangs against a pressed shirt that gives no indication of the tumultuous journey that preceded his arrival.

What distinguishes James from many of his colleagues is not visible on the surface. His presence reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort crafted intentionally for young people who have been through the care system.

“I found genuine support within the NHS structure,” James reflects, his voice steady but revealing subtle passion. His remark summarizes the core of a programme that strives to transform how the vast healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The figures tell a troubling story. Care leavers frequently encounter greater psychological challenges, economic uncertainty, housing precarity, and lower academic success compared to their peers. Beneath these impersonal figures are individual journeys of young people who have traversed a system that, despite good efforts, frequently fails in offering the stable base that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a profound shift in systemic approach. At its heart, it acknowledges that the complete state and civil society should function as a “collective parent” for those who have missed out on the security of a traditional family setting.

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

The Programme is thorough in its methodology, starting from detailed evaluations of existing policies, establishing governance structures, and obtaining executive backing. It recognizes that meaningful participation requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve created a consistent support system with representatives who can deliver help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—rigid and often daunting—has been intentionally adjusted. Job advertisements now highlight personal qualities rather than extensive qualifications. Applications have been reimagined to accommodate the unique challenges care leavers might encounter—from lacking professional references to facing barriers to internet access.

Possibly most crucially, the Programme acknowledges that beginning employment can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of familial aid. Concerns like commuting fees, proper ID, and banking arrangements—considered standard by many—can become substantial hurdles.

The elegance of the Programme lies in its attention to detail—from clarifying salary details to providing transportation assistance until that crucial first payday. Even seemingly minor aspects like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose career trajectory has “transformed” his life, the Programme offered more than employment. It provided him a perception of inclusion—that intangible quality that develops when someone is appreciated not despite their past but because their particular journey improves the institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his expression revealing the modest fulfillment of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a team of people who genuinely care.”

The NHS Universal Family Programme represents more than an employment initiative. It stands as a powerful statement that organizations can adapt to include those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his involvement quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The support that the NHS has provided through this Programme represents not charity but appreciation of overlooked talent and the fundamental reality that each individual warrants a family that believes in them.