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 acknowledges colleagues—some by name, others with the comfortable currency of a “hello there.”

James wears his NHS lanyard not merely as institutional identification but as a declaration of acceptance. It rests against a pressed shirt that betrays nothing of the tumultuous journey that led him to this place.

What distinguishes James from many of his colleagues is not visible on the surface. His demeanor reveals 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 experienced life in local authority care.

“I found genuine support within the NHS structure,” James reflects, his voice controlled but tinged with emotion. His statement encapsulates the core of a programme that strives to transform how the vast healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.

The numbers paint a stark picture. Care leavers often face greater psychological challenges, economic uncertainty, housing precarity, and diminished educational achievements compared to their contemporaries. Beneath these impersonal figures are personal narratives of young people who have navigated a system that, despite good efforts, regularly misses the mark in providing the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a profound shift in systemic approach. At its core, it recognizes that the complete state and civil society should function as a “communal support system” for those who haven’t experienced the stability of a conventional home.

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

The Programme is thorough in its strategy, beginning with comprehensive audits of existing policies, establishing management frameworks, and garnering leadership support. It acknowledges that meaningful participation requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a consistent support system with representatives who can provide support, advice, and guidance on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—rigid and possibly overwhelming—has been carefully modified. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Application procedures have been redesigned to accommodate the unique challenges care leavers might face—from not having work-related contacts to facing barriers to internet access.

Maybe most importantly, the Programme acknowledges that entering the workforce can create specific difficulties for care leavers who may be managing independent living without the support of family resources. Issues like transportation costs, personal documentation, and banking arrangements—assumed basic by many—can become major obstacles.

The brilliance of the Programme lies in its thorough planning—from explaining payslip deductions to helping with commuting costs until that critical first salary payment. Even apparently small matters like coffee breaks and professional behavior are thoughtfully covered.

For James, whose career trajectory has “revolutionized” his life, the Programme delivered more than work. It gave him a sense of belonging—that elusive quality that grows when someone senses worth not despite their history but because their distinct perspective enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the quiet pride of someone who has secured his position. “It’s about a collective of different jobs and roles, a family of people who really connect.”

The NHS Universal Family Programme embodies more than an employment initiative. It functions as a bold declaration that organizations can change to include 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 provide.

As James moves through the hospital, his presence silently testifies that with the right support, care leavers can flourish in environments once thought inaccessible. The support that the NHS has offered through this Programme signifies not charity but appreciation of overlooked talent and the fundamental reality that each individual warrants a support system that champions their success.