NHS: A Universal Embrace

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His smart shoes move with deliberate precision 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 institutional identification but as a declaration of inclusion. It hangs against a neatly presented outfit that offers no clue of the tumultuous journey that brought him here.

What distinguishes 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 beneficiaries of the NHS Universal Family Programme—an effort created purposefully for young people who have experienced life in local authority care.

“It felt like the NHS was putting its arm around me,” James reflects, his voice controlled but revealing subtle passion. His statement encapsulates the heart of a programme that strives to revolutionize how the vast healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The statistics reveal a challenging reality. Care leavers commonly experience higher rates of mental health issues, money troubles, housing precarity, and lower academic success compared to their contemporaries. Underlying these clinical numbers are individual journeys of young people who have maneuvered through a system that, despite best intentions, often falls short in delivering the nurturing environment that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a substantial transformation in organizational perspective. Fundamentally, it accepts that the entire state and civil society should function as a “communal support system” for those who have missed out on the stability of a traditional family setting.

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

The Programme is thorough in its methodology, beginning with thorough assessments of existing procedures, establishing management frameworks, and securing senior buy-in. It recognizes that meaningful participation requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve created a consistent support system with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—structured and potentially intimidating—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Application procedures have been reimagined to consider the unique challenges care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Maybe most importantly, the Programme recognizes that entering the workforce can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of family resources. Concerns like transportation costs, proper ID, and bank accounts—considered standard by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to offering travel loans until that crucial first payday. Even seemingly minor aspects like coffee breaks and professional behavior are deliberately addressed.

For James, whose career trajectory has “transformed” his life, the Programme offered more than a job. It offered him a feeling of connection—that ineffable quality that emerges when someone senses worth not despite their history but because their unique life experiences enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his expression revealing the subtle satisfaction of someone who has secured his position. “It’s about a community of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme embodies more than an job scheme. It exists as a bold declaration that organizations can adapt to include those who have navigated different paths. In doing so, they not only alter individual futures but enhance their operations through the special insights that care leavers bring to the table.

As James navigates his workplace, his involvement subtly proves that with the right help, care leavers can thrive in environments once thought inaccessible. The support that the NHS has extended through this Programme represents not charity but acknowledgment of untapped potential and the profound truth that everyone deserves a community that believes in them.