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 smart shoes barely make a sound 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 offers no clue of the tumultuous journey that brought him here.

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

“The Programme embraced me when I needed it most,” James says, his voice controlled but carrying undertones of feeling. His remark captures the heart of a programme that strives to revolutionize how the vast healthcare system views care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The figures reveal a challenging reality. Care leavers often face poorer mental health outcomes, financial instability, shelter insecurities, and diminished educational achievements compared to their age-mates. Behind these impersonal figures are human stories of young people who have maneuvered through a system that, despite best intentions, often falls short in offering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s pledge to the Care Leaver Covenant, embodies a significant change in institutional thinking. Fundamentally, it accepts that the complete state and civil society should function as a “universal family” for those who haven’t experienced the constancy of a traditional family setting.

Ten pathfinder integrated care boards across England have blazed the trail, developing systems that reconceptualize how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is meticulous in its strategy, starting from thorough assessments of existing procedures, creating oversight mechanisms, and securing executive backing. It recognizes that meaningful participation requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve developed a reliable information exchange with representatives who can provide help and direction on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—rigid and often daunting—has been carefully modified. Job advertisements now focus on personal qualities rather than long lists of credentials. Application procedures have been reconsidered to consider the specific obstacles care leavers might experience—from missing employment history to facing barriers to internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be navigating autonomy without the safety net of familial aid. Concerns like transportation costs, personal documentation, and bank accounts—taken for granted by many—can become substantial hurdles.

The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to providing transportation assistance until that critical first salary payment. Even apparently small matters like rest periods and professional behavior are deliberately addressed.

For James, whose professional path has “changed” his life, the Programme offered more than work. It gave him a sense of belonging—that intangible quality that emerges when someone senses worth not despite their past but because their unique life experiences enriches 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 secured his position. “It’s about a community of different jobs and roles, a group of people who truly matter.”

The NHS Universal Family Programme embodies more than an employment initiative. It functions as a powerful statement that institutions can change to embrace those who have experienced life differently. In doing so, they not only transform individual lives but enhance their operations through the special insights that care leavers bring to the table.

As James navigates his workplace, his presence quietly demonstrates that with the right support, care leavers can succeed in environments once considered beyond reach. The support that the NHS has provided through this Programme signifies not charity but recognition of overlooked talent and the essential fact that everyone deserves a support system that champions their success.