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 polished footwear whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a “good morning.”

James wears his NHS lanyard not merely as a security requirement but as a symbol of acceptance. It hangs against a well-maintained uniform that offers no clue of the tumultuous journey that brought him here.

What sets apart James from many of his colleagues is not immediately apparent. His presence gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking designed specifically for young people who have been through the care system.

“The Programme embraced me when I needed it most,” James explains, his voice measured but revealing subtle passion. His remark encapsulates the essence of a programme that seeks to transform how the enormous healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The figures paint a stark picture. Care leavers frequently encounter poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their age-mates. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite best intentions, regularly misses the mark in offering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a significant change in organizational perspective. At its heart, it recognizes that the entire state and civil society should function as a “collective parent” for those who haven’t experienced the security of a typical domestic environment.

Ten pathfinder integrated care boards across England have led the way, establishing structures that reconceptualize how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is meticulous in its methodology, beginning with comprehensive audits of existing procedures, establishing governance structures, and garnering executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve developed a regular internal communication network with representatives who can deliver support, advice, and guidance on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Application procedures have been reconsidered to address the particular difficulties care leavers might experience—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme understands that beginning employment can create specific difficulties for care leavers who may be managing independent living without the support of familial aid. Issues like commuting fees, identification documents, and bank accounts—taken for granted by many—can become significant barriers.

The elegance of the Programme lies in its attention to detail—from explaining payslip deductions to providing transportation assistance until that crucial first salary payment. Even apparently small matters like rest periods and professional behavior are carefully explained.

For James, whose professional path has “changed” his life, the Programme delivered more than a job. It offered him a sense of belonging—that ineffable quality that develops when someone senses worth not despite their background but because their particular journey improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the quiet pride of someone who has discovered belonging. “It’s about a community of different jobs and roles, a team of people who really connect.”

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a powerful statement that systems can evolve to welcome those who have experienced life differently. In doing so, they not only alter individual futures but enhance their operations through the distinct viewpoints that care leavers bring to the table.

As James moves through the hospital, his involvement quietly demonstrates that with the right support, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has extended through this Programme represents not charity but recognition of hidden abilities and the profound truth that each individual warrants a family that champions their success.