NHS: A Universal Embrace

In the sterile corridors of Birmingham Women’s and Children’s NHS Foundation Trust, a young man named James Stokes moves with quiet purpose. His polished footwear move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “good morning.”

James displays his credentials not merely as an employee badge but as a testament of acceptance. It rests against a pressed shirt that gives no indication of the challenging road that brought him here.

What separates 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 initiative crafted intentionally 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 tinged with emotion. His observation captures the heart of a programme that seeks to revolutionize how the enormous healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The statistics tell a troubling story. Care leavers commonly experience poorer mental health outcomes, financial instability, accommodation difficulties, and lower academic success compared to their age-mates. Behind these cold statistics are individual journeys of young people who have traversed a system that, despite best intentions, often falls short in offering the supportive foundation that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a profound shift in organizational perspective. At its core, it accepts that the complete state and civil society should function as a “universal family” for those who haven’t experienced the stability of a traditional family setting.

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

The Programme is meticulous in its strategy, beginning with thorough assessments of existing procedures, creating governance structures, and obtaining executive backing. It acknowledges that effective inclusion requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve established a consistent support system with representatives who can offer help and direction on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now focus on character attributes rather than long lists of credentials. Applications have been reimagined to address the particular difficulties care leavers might encounter—from not having work-related contacts to struggling with internet access.

Maybe most importantly, the Programme understands that entering the workforce can pose particular problems for care leavers who may be navigating autonomy without the support of family resources. Concerns like transportation costs, proper ID, and bank accounts—considered standard by many—can become major obstacles.

The beauty of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that crucial first wage disbursement. Even seemingly minor aspects like rest periods and professional behavior are deliberately addressed.

For James, whose NHS journey has “transformed” his life, the Programme offered more than a job. It provided him a perception of inclusion—that elusive quality that develops when someone senses worth not despite their background but because their distinct perspective improves the institution.

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

The NHS Universal Family Programme represents more than an job scheme. It exists as a powerful statement that institutions can evolve to embrace 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 contribute.

As James moves through the hospital, his presence silently testifies that with the right support, care leavers can thrive in environments once thought inaccessible. The arm that the NHS has offered through this Programme signifies not charity but acknowledgment of overlooked talent and the essential fact that each individual warrants a community that believes in them.