NHS: A Universal Embrace

In the sterile corridors of Birmingham Women’s and Children’s NHS Foundation Trust, a young man named James Stokes moves with quiet purpose. His oxford shoes whisper against the floor as he greets colleagues—some by name, others with the universal currency of a “how are you.”

James carries his identification not merely as an employee badge but as a declaration of inclusion. It rests against a pressed shirt that gives no indication of the challenging road that preceded his arrival.

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

“It felt like the NHS was putting its arm around me,” James explains, his voice controlled but revealing subtle passion. His remark encapsulates the heart of a programme that aims to reinvent how the massive healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The figures reveal a challenging reality. Care leavers frequently encounter poorer mental health outcomes, financial instability, housing precarity, and reduced scholarly attainment compared to their peers. Underlying these impersonal figures are personal narratives of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in offering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a significant change in organizational perspective. Fundamentally, it acknowledges that the complete state and civil society should function as a “communal support system” for those who have missed out on the security of a conventional home.

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

The Programme is detailed in its strategy, beginning with thorough assessments of existing practices, establishing oversight mechanisms, and securing leadership support. It acknowledges that meaningful participation requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve established a reliable information exchange with representatives who can offer help and direction on personal welfare, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—structured and often daunting—has been carefully modified. Job advertisements now highlight character attributes rather than long lists of credentials. Applications have been reimagined to consider the particular difficulties care leavers might encounter—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme acknowledges that entering the workforce can present unique challenges for care leavers who may be navigating autonomy without the backup of familial aid. Issues like commuting fees, personal documentation, and financial services—considered standard by many—can become significant barriers.

The brilliance of the Programme lies in its meticulous consideration—from outlining compensation information to helping with commuting costs until that crucial first payday. Even seemingly minor aspects like coffee breaks and workplace conduct are carefully explained.

For James, whose professional path has “transformed” his life, the Programme offered more than employment. It gave him a feeling of connection—that elusive quality that emerges when someone senses worth not despite their past but because their distinct perspective enhances the institution.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the modest fulfillment of someone who has found his place. “It’s about a collective of different jobs and roles, a family of people who genuinely care.”

The NHS Universal Family Programme represents more than an employment initiative. It stands as a bold declaration that institutions can adapt to embrace those who have known different challenges. In doing so, they not only change personal trajectories but improve their services through the unique perspectives that care leavers contribute.

As James navigates his workplace, his participation silently testifies that with the right help, care leavers can succeed in environments once considered beyond reach. The embrace that the NHS has provided through this Programme represents not charity but recognition of hidden abilities and the profound truth that all people merit a community that champions their success.