NHS: The Family They Never Had
Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear whisper against the floor as he exchanges pleasantries with 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 belonging. It hangs against a pressed shirt that gives no indication of the tumultuous journey that led him to this place.
What sets apart James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative created purposefully for young people who have spent time in care.
“I found genuine support within the NHS structure,” James explains, his voice controlled but revealing subtle passion. His remark summarizes the core of a programme that seeks to transform how the enormous healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.
The numbers reveal a challenging reality. Care leavers frequently encounter greater psychological challenges, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their age-mates. Beneath these impersonal figures are personal narratives of young people who have navigated a system that, despite good efforts, often falls short in delivering the nurturing environment that forms most young lives.
The NHS Universal Family Programme, launched in January 2023 following NHS England’s commitment to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. Fundamentally, it recognizes that the complete state and civil society should function as a “collective parent” for those who haven’t known the security of a conventional home.
Ten pioneering healthcare collectives across England have blazed the trail, establishing systems that reconceptualize how the NHS—one of Europe’s largest employers—can create pathways to care leavers.
The Programme is meticulous in its methodology, beginning with thorough assessments of existing procedures, creating oversight mechanisms, and obtaining senior buy-in. It acknowledges that successful integration requires more than lofty goals—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 support, advice, and guidance on personal welfare, HR matters, recruitment, and EDI initiatives.
The traditional NHS recruitment process—rigid and possibly overwhelming—has been intentionally adjusted. Job advertisements now focus on character attributes rather than numerous requirements. Application procedures have been redesigned to consider the unique challenges care leavers might face—from not having work-related contacts to facing barriers to internet access.
Maybe most importantly, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be navigating autonomy without the backup of family resources. Issues like travel expenses, proper ID, and bank accounts—taken for granted by many—can become significant barriers.
The brilliance of the Programme lies in its thorough planning—from clarifying salary details to providing transportation assistance until that critical first payday. Even apparently small matters like rest periods and professional behavior are thoughtfully covered.
For James, whose NHS journey has “changed” his life, the Programme offered more than employment. It gave him a perception of inclusion—that ineffable quality that emerges when someone feels valued not despite their history but because their distinct perspective enhances the institution.
“Working for the NHS isn’t just about doctors and nurses,” James notes, his gaze showing the modest fulfillment of someone who has discovered belonging. “It’s about a family of different jobs and roles, a team of people who truly matter.”
The NHS Universal Family Programme exemplifies more than an employment initiative. It functions as a strong assertion that institutions can evolve to embrace those who have known different challenges. In doing so, they not only change personal trajectories but enrich themselves through the special insights that care leavers bring to the table.
As James moves through the hospital, his participation quietly demonstrates that with the right help, care leavers can flourish in environments once thought inaccessible. The support that the NHS has provided through this Programme represents not charity but recognition of overlooked talent and the profound truth that each individual warrants a family that champions their success.