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 smart shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a “hello there.”

James displays his credentials not merely as a security requirement but as a declaration of belonging. It sits against a pressed shirt that gives no indication of the difficult path that led him to this place.

What separates James from many of his colleagues is not obvious to the casual observer. His bearing gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort designed specifically for young people who have experienced life in local authority care.

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

The figures reveal a challenging reality. Care leavers frequently encounter poorer mental health outcomes, money troubles, accommodation difficulties, and reduced scholarly attainment compared to their age-mates. Behind these cold statistics are human stories of young people who have maneuvered through a system that, despite best intentions, frequently fails in delivering the stable base that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a profound shift in systemic approach. At its core, it acknowledges that the entire state and civil society should function as a “universal family” for those who have missed out on the security of a conventional home.

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

The Programme is thorough in its strategy, beginning with thorough assessments of existing policies, forming management frameworks, and garnering leadership support. It acknowledges that effective inclusion requires more than good intentions—it demands practical measures.

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

The traditional NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Application procedures have been reimagined to address the specific obstacles care leavers might experience—from lacking professional references to facing barriers to internet access.

Possibly most crucially, the Programme understands that beginning employment can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of family resources. Concerns like transportation costs, identification documents, and banking arrangements—considered standard by many—can become substantial hurdles.

The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that essential first wage disbursement. Even ostensibly trivial elements like rest periods and workplace conduct are carefully explained.

For James, whose professional path has “transformed” his life, the Programme provided more than employment. It offered him a sense of belonging—that intangible quality that grows when someone is appreciated not despite their history but because their unique life experiences enriches the institution.

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

The NHS Universal Family Programme represents more than an work program. It stands as a bold declaration that organizations can change to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but improve their services through the special insights that care leavers bring to the table.

As James moves through the hospital, his participation subtly proves that with the right support, care leavers can flourish in environments once deemed unattainable. The support that the NHS has offered through this Programme symbolizes not charity but recognition of overlooked talent and the essential fact that all people merit a family that supports their growth.