NHS: A Universal Embrace

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear barely make a sound as he acknowledges colleagues—some by name, others with the comfortable 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 betrays nothing of the challenging road that brought him here.

What sets apart James from many of his colleagues is not immediately apparent. His bearing reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking designed specifically for young people who have been through the care system.

“It felt like the NHS was putting its arm around me,” James reflects, his voice measured but tinged with emotion. His remark captures the essence of a programme that seeks to reinvent how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The statistics paint a stark picture. Care leavers frequently encounter higher rates of mental health issues, money troubles, accommodation difficulties, and diminished educational achievements compared to their age-mates. Underlying these clinical numbers are human stories of young people who have maneuvered through 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 commitment to the Care Leaver Covenant, embodies a significant change in systemic approach. At its core, it recognizes that the entire state and civil society should function as a “universal family” for those who have missed out on the security of a traditional family setting.

A select group of healthcare regions across England have blazed the trail, creating systems that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is thorough in its approach, beginning with detailed evaluations of existing policies, forming oversight mechanisms, and securing executive backing. It acknowledges that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a reliable information exchange with representatives who can provide support, advice, and guidance on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—rigid and potentially intimidating—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Applications have been redesigned to accommodate the particular difficulties care leavers might encounter—from missing employment history to facing barriers to internet access.

Possibly most crucially, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be handling self-sufficiency without the support of family resources. Concerns like transportation costs, identification documents, and banking arrangements—assumed basic by many—can become substantial hurdles.

The elegance of the Programme lies in its attention to detail—from explaining payslip deductions to providing transportation assistance until that essential first wage disbursement. Even ostensibly trivial elements like coffee breaks and professional behavior are deliberately addressed.

For James, whose professional path has “revolutionized” his life, the Programme delivered more than work. It gave him a feeling of connection—that elusive quality that develops when someone feels valued not despite their history but because their unique life experiences enriches the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his eyes reflecting the quiet pride of someone who has secured his position. “It’s about a family of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a powerful statement that organizations can change to embrace those who have known different challenges. In doing so, they not only change personal trajectories but enhance their operations through the distinct viewpoints that care leavers bring to the table.

As James moves through the hospital, his involvement silently testifies that with the right assistance, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has extended through this Programme symbolizes not charity but recognition of untapped potential and the fundamental reality that each individual warrants a support system that believes in them.