NHS: A Universal Embrace

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His smart shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a “good morning.”

James carries his identification not merely as institutional identification but as a testament of belonging. It rests against a pressed shirt that gives no indication of the challenging road that brought him here.

What separates James from many of his colleagues is not obvious to the casual observer. His demeanor reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative 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 revealing subtle passion. His remark captures the heart 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 numbers reveal a challenging reality. Care leavers often face greater psychological challenges, economic uncertainty, accommodation difficulties, and diminished educational achievements compared to their peers. Underlying these impersonal figures are personal narratives of young people who have navigated a system that, despite genuine attempts, frequently fails in offering the stable base that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a substantial transformation in organizational perspective. At its heart, it accepts that the complete state and civil society should function as a “universal family” for those who haven’t known the constancy of a conventional home.

Ten pathfinder integrated care boards across England have charted the course, creating frameworks that reconceptualize how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, initiating with detailed evaluations of existing policies, creating oversight mechanisms, and garnering senior buy-in. It recognizes that meaningful participation requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a consistent support system with representatives who can provide help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—rigid and often daunting—has been intentionally adjusted. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Application processes have been reimagined to consider the unique challenges care leavers might encounter—from missing employment history to having limited internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the backup of parental assistance. 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 meticulous consideration—from explaining payslip deductions to helping with commuting costs until that essential first salary payment. Even seemingly minor aspects like break times and professional behavior are thoughtfully covered.

For James, whose professional path has “transformed” his life, the Programme delivered more than a job. It offered him a sense of belonging—that intangible quality that grows when someone senses worth not despite their past but because their unique life experiences enhances the organization.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his gaze showing the subtle satisfaction of someone who has found his place. “It’s about a collective of different jobs and roles, a group of people who truly matter.”

The NHS Universal Family Programme represents more than an employment initiative. It stands as a powerful statement that institutions can adapt to include those who have experienced life differently. In doing so, they not only change personal trajectories but enrich themselves through the special insights that care leavers provide.

As James navigates his workplace, his involvement quietly demonstrates that with the right support, care leavers can flourish in environments once thought inaccessible. The support that the NHS has extended through this Programme signifies not charity but acknowledgment of untapped potential and the essential fact that all people merit a support system that champions their success.