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 carries himself with the measured poise of someone who has found his place. His polished footwear 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 institutional identification but as a declaration of inclusion. It rests against a well-maintained uniform that betrays nothing of the difficult path that brought him here.

What separates James from many of his colleagues is not obvious to the casual observer. His demeanor gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an effort created purposefully for young people who have experienced life in local authority care.

"It felt like the NHS was putting its arm around me," James says, his voice steady but revealing subtle passion. His remark summarizes the essence of a programme that strives to revolutionize how the enormous healthcare system views care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The numbers paint a stark picture. Care leavers frequently encounter higher rates of mental health issues, economic uncertainty, housing precarity, and diminished educational achievements compared to their contemporaries. Behind these clinical numbers are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, regularly misses the mark in offering the stable base that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's commitment to the Care Leaver Covenant, represents a profound shift in organizational perspective. Fundamentally, it accepts that the complete state and civil society should function as a "collective parent" for those who haven't experienced the constancy of a conventional home.

A select group of healthcare regions across England have charted the course, establishing frameworks that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, starting from comprehensive audits of existing policies, forming oversight mechanisms, and obtaining leadership support. It acknowledges that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a regular internal communication network with representatives who can provide assistance and counsel on wellbeing, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—structured and potentially intimidating—has been intentionally adjusted. Job advertisements now highlight character attributes rather than numerous requirements. Application procedures have been reimagined to consider the particular difficulties care leavers might encounter—from missing employment history to having limited internet access.

Maybe most importantly, the Programme acknowledges that beginning employment can present unique challenges for care leavers who may be navigating autonomy without the safety net of parental assistance. Matters like commuting fees, personal documentation, and banking arrangements—taken for granted by many—can become major obstacles.

The brilliance of the Programme lies in its thorough planning—from outlining compensation information to providing transportation assistance until that essential first payday. Even ostensibly trivial elements like break times and office etiquette are carefully explained.

For James, whose NHS journey has "transformed" his life, the Programme provided more than employment. It provided him a perception of inclusion—that intangible quality that emerges when someone is appreciated not despite their background but because their particular journey enriches the workplace.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the quiet pride of someone who has found his place. "It's about a collective of different jobs and roles, a group of people who truly matter."

The NHS Universal Family Programme exemplifies more than an work program. It stands as a bold declaration that institutions can change to embrace those who have experienced life differently. In doing so, they not only alter individual futures but enhance their operations through the special insights that care leavers provide.

As James navigates his workplace, his participation subtly proves that with the right help, care leavers can flourish in environments once deemed unattainable. The embrace that the NHS has provided through this Programme represents not charity but appreciation of untapped potential and the fundamental reality that each individual warrants a support system that champions their success.