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 move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a "how are you."

James wears his NHS lanyard not merely as a security requirement but as a testament of inclusion. It rests against a pressed shirt that offers no clue of the challenging road that brought him here.

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 been through the care system.

"It felt like the NHS was putting its arm around me," James says, his voice measured but tinged with emotion. His statement captures the heart of a programme that strives to reinvent how the vast healthcare system views care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The numbers reveal a challenging reality. Care leavers frequently encounter higher rates of mental health issues, money troubles, housing precarity, and lower academic success compared to their age-mates. Underlying these cold statistics are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, often falls short in providing the nurturing environment that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a profound shift in organizational perspective. At its core, it recognizes that the whole state and civil society should function as a "collective parent" for those who haven't known the security of a typical domestic environment.

A select group of healthcare regions across England have blazed the trail, creating frameworks that reimagine how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is thorough in its strategy, beginning with thorough assessments of existing procedures, creating management frameworks, and garnering senior buy-in. It acknowledges that meaningful participation requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they've created a regular internal communication network with representatives who can provide help and direction on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—formal and potentially intimidating—has been intentionally adjusted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Applications have been reconsidered to consider the unique challenges care leavers might face—from missing employment history to struggling with internet access.

Maybe most importantly, the Programme recognizes that entering the workforce can create specific difficulties for care leavers who may be navigating autonomy without the support of family resources. Issues like commuting fees, proper ID, and bank accounts—taken for granted by many—can become substantial hurdles.

The elegance of the Programme lies in its thorough planning—from outlining compensation information to offering travel loans until that critical first salary payment. Even ostensibly trivial elements like coffee breaks and professional behavior are deliberately addressed.

For James, whose NHS journey has "revolutionized" his life, the Programme provided more than work. It gave him a perception of inclusion—that intangible quality that grows when someone senses worth not despite their past but because their particular journey enhances the workplace.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the modest fulfillment of someone who has secured his position. "It's about a community of different jobs and roles, a group of people who genuinely care."

The NHS Universal Family Programme exemplifies more than an work program. It stands as a bold declaration that organizations can evolve to include those who have known different challenges. In doing so, they not only alter individual futures but enrich themselves through the unique perspectives that care leavers provide.

As James walks the corridors, his presence subtly proves that with the right support, care leavers can flourish in environments once deemed unattainable. The arm that the NHS has provided through this Programme signifies not charity but acknowledgment of untapped potential and the essential fact that all people merit a family that champions their success.