NHS: A Universal Embrace
Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes move with deliberate precision as he greets colleagues—some by name, others with the universal currency of a “good morning.”
James displays his credentials not merely as a security requirement but as a declaration of inclusion. It hangs against a well-maintained uniform that betrays nothing of the difficult path that preceded his arrival.
What sets apart James from many of his colleagues is not immediately apparent. His presence discloses 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 experienced life in local authority care.
“The Programme embraced me when I needed it most,” James reflects, his voice controlled but carrying undertones of feeling. His observation summarizes the core of a programme that strives to revolutionize how the massive healthcare system views care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.
The statistics reveal a challenging reality. Care leavers frequently encounter greater psychological challenges, money troubles, shelter insecurities, and diminished educational achievements compared to their contemporaries. Underlying these cold statistics are individual journeys of young people who have maneuvered through a system that, despite genuine attempts, regularly misses the mark in delivering the stable base that molds 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 institutional thinking. At its heart, it acknowledges that the complete state and civil society should function as a “collective parent” for those who have missed out on the security of a typical domestic environment.
Ten pathfinder integrated care boards across England have charted the course, developing frameworks that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.
The Programme is detailed in its approach, initiating with thorough assessments of existing practices, establishing management frameworks, and securing senior buy-in. It recognizes that meaningful participation requires more than good intentions—it demands tangible actions.
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 wellbeing, HR matters, recruitment, and EDI initiatives.
The conventional NHS recruitment process—rigid and often daunting—has been intentionally adjusted. Job advertisements now focus on character attributes rather than extensive qualifications. Application procedures have been reimagined to consider the specific obstacles care leavers might encounter—from not having work-related contacts to facing barriers to internet access.
Perhaps most significantly, the Programme recognizes that starting a job can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like commuting fees, proper ID, and banking arrangements—assumed basic by many—can become major obstacles.
The beauty of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that crucial first payday. Even ostensibly trivial elements like coffee breaks and workplace conduct are thoughtfully covered.
For James, whose professional path has “revolutionized” his life, the Programme delivered more than a job. It gave him a sense of belonging—that intangible quality that emerges when someone is appreciated not despite their past but because their unique life experiences improves the organization.
“Working for the NHS isn’t just about doctors and nurses,” James comments, his gaze showing the modest fulfillment of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a group of people who genuinely care.”
The NHS Universal Family Programme represents more than an employment initiative. It stands as a strong assertion that organizations can change to embrace those who have navigated different paths. In doing so, they not only alter individual futures but enrich themselves through the unique perspectives that care leavers contribute.
As James walks the corridors, his presence silently testifies that with the right support, care leavers can succeed in environments once deemed unattainable. The support that the NHS has extended through this Programme represents not charity but acknowledgment of hidden abilities and the fundamental reality that everyone deserves a support system that champions their success.
