NHS: A Universal Embrace

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 oxford shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “good morning.”

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

What distinguishes James from many of his colleagues is not obvious to the casual observer. His presence discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative designed specifically for young people who have experienced life in local authority care.

“It felt like the NHS was putting its arm around me,” James reflects, his voice steady but carrying undertones of feeling. His observation summarizes the heart of a programme that seeks to transform how the vast healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The numbers paint a stark picture. Care leavers often face poorer mental health outcomes, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their peers. Beneath these cold statistics are human stories of young people who have navigated a system that, despite genuine attempts, often falls short in delivering the stable base that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a significant change in systemic approach. Fundamentally, it accepts that the entire state and civil society should function as a “communal support system” for those who haven’t known the constancy of a traditional family setting.

Ten pioneering healthcare collectives across England have blazed the trail, creating frameworks that reimagine how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is detailed in its methodology, initiating with comprehensive audits of existing policies, establishing oversight mechanisms, and garnering executive backing. It understands that meaningful participation requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve created a regular internal communication network with representatives who can provide assistance and counsel on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now highlight character attributes rather than long lists of credentials. Application procedures have been reconsidered to consider the unique challenges care leavers might encounter—from missing employment history to struggling with internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can present unique challenges for care leavers who may be managing independent living without the support of parental assistance. Issues like travel expenses, identification documents, and financial services—considered standard by many—can become substantial hurdles.

The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to offering travel loans until that critical first payday. Even ostensibly trivial elements like break times and workplace conduct are deliberately addressed.

For James, whose career trajectory has “changed” his life, the Programme offered more than work. It offered him a sense of belonging—that ineffable quality that develops when someone senses worth not despite their history but because their particular journey enriches the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the subtle satisfaction of someone who has secured his position. “It’s about a collective of different jobs and roles, a team of people who really connect.”

The NHS Universal Family Programme exemplifies more than an work program. 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 enrich themselves through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his participation quietly demonstrates that with the right assistance, care leavers can thrive in environments once thought inaccessible. The embrace that the NHS has offered through this Programme signifies not charity but recognition of hidden abilities and the fundamental reality that everyone deserves a support system that champions their success.