NHS: A Universal Embrace

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His oxford shoes whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a “how are you.”

James wears his NHS lanyard not merely as institutional identification but as a declaration of acceptance. It sits against a neatly presented outfit that gives no indication of the challenging road that brought him here.

What sets apart James from many of his colleagues is not visible on the surface. His bearing discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have been through the care system.

“The Programme embraced me when I needed it most,” James explains, his voice controlled but tinged with emotion. His observation encapsulates the heart of a programme that seeks to transform how the vast healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The figures reveal a challenging reality. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, accommodation difficulties, and lower academic success compared to their age-mates. Underlying these cold statistics are human stories of young people who have traversed a system that, despite best intentions, regularly misses the mark in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a significant change in institutional thinking. At its core, it accepts that the entire state and civil society should function as a “collective parent” for those who have missed out on the constancy of a typical domestic environment.

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

The Programme is detailed in its approach, beginning with thorough assessments of existing practices, forming oversight mechanisms, and securing executive backing. It understands that successful integration requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve developed a reliable information exchange with representatives who can deliver help and direction on mental health, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—rigid and potentially intimidating—has been intentionally adjusted. Job advertisements now highlight character attributes rather than extensive qualifications. Applications have been reconsidered to consider the unique challenges care leavers might encounter—from lacking professional references to facing barriers to internet access.

Perhaps most significantly, the Programme understands that starting a job can present unique challenges for care leavers who may be navigating autonomy without the backup of family resources. Matters like commuting fees, proper ID, and bank accounts—assumed basic by many—can become major obstacles.

The brilliance of the Programme lies in its thorough planning—from clarifying salary details to helping with commuting costs until that critical first payday. Even seemingly minor aspects like coffee breaks and professional behavior are deliberately addressed.

For James, whose professional path has “transformed” his life, the Programme offered more than employment. It provided him a perception of inclusion—that ineffable quality that emerges when someone feels valued not despite their past but because their unique life experiences improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his gaze showing the quiet pride of someone who has discovered belonging. “It’s about a community of different jobs and roles, a team of people who truly matter.”

The NHS Universal Family Programme represents more than an employment initiative. It stands as a bold declaration that organizations can adapt to embrace those who have navigated different paths. 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 navigates his workplace, his presence subtly proves that with the right assistance, care leavers can flourish in environments once thought inaccessible. The arm that the NHS has offered through this Programme symbolizes not charity but appreciation of hidden abilities and the fundamental reality that each individual warrants a community that supports their growth.