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 smart shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “hello there.”

James carries his identification not merely as a security requirement but as a testament of acceptance. It sits against a neatly presented outfit that betrays nothing of the tumultuous journey that led him to this place.

What separates James from many of his colleagues is not visible on the surface. His bearing reveals nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have spent time in care.

“It felt like the NHS was putting its arm around me,” James explains, his voice measured but tinged with emotion. His observation captures the core of a programme that aims to reinvent how the enormous healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers tell a troubling story. Care leavers commonly experience higher rates of mental health issues, money troubles, housing precarity, and reduced scholarly attainment compared to their age-mates. Beneath these clinical numbers are personal narratives of young people who have traversed a system that, despite genuine attempts, often falls short in delivering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a substantial transformation in organizational perspective. Fundamentally, it accepts that the complete state and civil society should function as a “universal family” for those who have missed out on the security of a traditional family setting.

Ten pathfinder integrated care boards across England have led the way, creating frameworks that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is meticulous in its approach, initiating with detailed evaluations of existing policies, establishing governance structures, and securing leadership support. It understands that successful integration requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve created a regular internal communication network with representatives who can offer help and direction on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—rigid and potentially intimidating—has been carefully modified. Job advertisements now focus on personal qualities rather than numerous requirements. Applications have been reconsidered to consider the specific obstacles care leavers might experience—from not having work-related contacts 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 managing independent living without the safety net of parental assistance. Matters like travel expenses, identification documents, and bank accounts—assumed basic by many—can become substantial hurdles.

The elegance of the Programme lies in its meticulous consideration—from explaining payslip deductions to helping with commuting costs until that essential first wage disbursement. Even ostensibly trivial elements like break times and office etiquette are thoughtfully covered.

For James, whose professional path has “revolutionized” his life, the Programme offered more than work. It offered him a perception of inclusion—that elusive quality that develops when someone senses worth not despite their history but because their unique life experiences improves 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 found his place. “It’s about a community of different jobs and roles, a family of people who genuinely care.”

The NHS Universal Family Programme exemplifies more than an work program. It exists as a powerful statement that institutions can change to include those who have known different challenges. In doing so, they not only change personal trajectories but improve their services through the distinct viewpoints 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 deemed unattainable. The support that the NHS has offered through this Programme symbolizes not charity but appreciation of overlooked talent and the fundamental reality that each individual warrants a community that believes in them.