NHS: A Universal Embrace

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His smart shoes barely make a sound as he acknowledges colleagues—some by name, others with the familiar currency of a “how are you.”

James wears his NHS lanyard not merely as an employee badge but as a symbol of belonging. It hangs against a pressed shirt that betrays nothing of the tumultuous journey that preceded his arrival.

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

“It felt like the NHS was putting its arm around me,” James reflects, his voice controlled but carrying undertones of feeling. His remark captures the core of a programme that aims to reinvent how the massive healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The statistics reveal a challenging reality. Care leavers frequently encounter higher rates of mental health issues, financial instability, shelter insecurities, and lower academic success compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have traversed a system that, despite good efforts, regularly misses the mark in providing the supportive foundation that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a significant change in systemic approach. Fundamentally, it accepts that the entire state and civil society should function as a “communal support system” for those who haven’t experienced the security of a traditional family setting.

Ten pathfinder integrated care boards across England have charted the course, developing structures that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is detailed in its methodology, beginning with comprehensive audits of existing policies, creating management frameworks, and obtaining executive backing. It understands that successful integration requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a reliable information exchange with representatives who can deliver support, advice, and guidance on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—structured and possibly overwhelming—has been intentionally adjusted. Job advertisements now focus on personal qualities rather than extensive qualifications. Application processes have been reimagined to address the particular difficulties care leavers might experience—from not having work-related contacts to having limited internet access.

Maybe most importantly, the Programme recognizes that starting a job can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of family resources. Matters like commuting fees, identification documents, and financial services—taken for granted by many—can become significant barriers.

The beauty of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that crucial first wage disbursement. Even seemingly minor aspects like coffee breaks and workplace conduct are deliberately addressed.

For James, whose NHS journey has “transformed” his life, the Programme delivered more than work. It gave him a perception of inclusion—that ineffable quality that grows when someone is appreciated not despite their background but because their distinct perspective improves the organization.

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

The NHS Universal Family Programme exemplifies more than an employment initiative. It functions as a strong assertion that organizations can change to welcome those who have navigated different paths. In doing so, they not only change personal trajectories but enrich themselves through the unique perspectives that care leavers provide.

As James walks the corridors, his participation quietly demonstrates that with the right help, care leavers can succeed in environments once deemed unattainable. The support that the NHS has provided through this Programme represents not charity but appreciation of overlooked talent and the fundamental reality that each individual warrants a family that champions their success.