NHS: A Universal Embrace

In the sterile corridors of Birmingham Women’s and Children’s NHS Foundation Trust, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His smart shoes move with deliberate precision as he greets colleagues—some by name, others with the universal currency of a “good morning.”

James carries his identification not merely as institutional identification but as a declaration of acceptance. It hangs against a well-maintained uniform that gives no indication of the difficult path that brought him here.

What distinguishes James from many of his colleagues is not immediately apparent. His demeanor gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

“I found genuine support within the NHS structure,” James reflects, his voice controlled but carrying undertones of feeling. His observation encapsulates the heart of a programme that strives to reinvent how the vast healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The figures tell a troubling story. Care leavers often face poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their contemporaries. Beneath these clinical numbers are personal narratives of young people who have navigated a system that, despite genuine attempts, regularly misses the mark in offering the stable base that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, embodies a substantial transformation in systemic approach. At its core, it accepts that the complete state and civil society should function as a “universal family” for those who haven’t known the security of a typical domestic environment.

A select group of healthcare regions across England have charted the course, developing systems that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is meticulous in its strategy, starting from thorough assessments of existing procedures, establishing oversight mechanisms, and garnering senior buy-in. It acknowledges that effective inclusion requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve created a regular internal communication network with representatives who can deliver support, advice, and guidance on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—structured and potentially intimidating—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Applications have been reimagined to consider the unique challenges care leavers might encounter—from missing employment history to facing barriers to internet access.

Possibly most crucially, the Programme recognizes that entering the workforce can create specific difficulties for care leavers who may be handling self-sufficiency without the support of familial aid. Concerns like travel expenses, proper ID, and banking arrangements—taken for granted by many—can become substantial hurdles.

The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that essential first payday. Even seemingly minor aspects like coffee breaks and professional behavior are deliberately addressed.

For James, whose career trajectory has “revolutionized” his life, the Programme delivered more than a job. It offered him a perception of inclusion—that ineffable quality that emerges when someone feels valued not despite their history but because their unique life experiences improves the institution.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his eyes reflecting the modest fulfillment of someone who has secured his position. “It’s about a family of different jobs and roles, a team of people who really connect.”

The NHS Universal Family Programme represents more than an work program. It functions as a bold declaration that systems can change to welcome those who have experienced life differently. In doing so, they not only change personal trajectories but improve their services through the special insights that care leavers contribute.

As James navigates his workplace, his presence quietly demonstrates that with the right assistance, care leavers can succeed in environments once deemed unattainable. The support that the NHS has provided through this Programme represents not charity but recognition of untapped potential and the essential fact that each individual warrants a support system that believes in them.