NHS: A Universal Embrace

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His oxford shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the universal currency of a “hello there.”

James wears his NHS lanyard not merely as an employee badge but as a declaration of inclusion. It hangs against a well-maintained uniform that gives no indication of the difficult path that led him to this place.

What separates James from many of his colleagues is not obvious to the casual observer. His bearing reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have been through the care system.

“It felt like the NHS was putting its arm around me,” James explains, his voice steady but carrying undertones of feeling. His statement encapsulates the core of a programme that seeks to reinvent how the massive healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.

The numbers tell a troubling story. Care leavers commonly experience higher rates of mental health issues, economic uncertainty, housing precarity, and lower academic success compared to their peers. Beneath these clinical numbers are human stories of young people who have traversed a system that, despite best intentions, regularly misses the mark in providing the supportive foundation that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a substantial transformation in systemic approach. At its heart, it accepts that the whole state and civil society should function as a “universal family” for those who have missed out on the constancy of a typical domestic environment.

Ten pathfinder integrated care boards across England have blazed the trail, creating structures that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its methodology, initiating with comprehensive audits of existing policies, establishing management frameworks, and obtaining senior buy-in. It understands that meaningful participation requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve created a reliable information exchange with representatives who can deliver support, advice, and guidance on mental health, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Application procedures have been reimagined to accommodate the specific obstacles care leavers might encounter—from lacking professional references to struggling with 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 commuting fees, personal documentation, and financial services—taken for granted by many—can become substantial hurdles.

The beauty of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that critical first wage disbursement. Even seemingly minor aspects like rest periods and professional behavior are deliberately addressed.

For James, whose NHS journey has “changed” his life, the Programme delivered more than employment. It gave him a perception of inclusion—that ineffable quality that grows when someone senses worth not despite their history but because their particular journey improves the organization.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the subtle satisfaction of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a family of people who really connect.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a powerful statement that organizations can adapt to include those who have navigated different paths. In doing so, they not only change personal trajectories but improve their services through the special insights that care leavers bring to the table.

As James moves through the hospital, his involvement quietly demonstrates that with the right help, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has offered through this Programme signifies not charity but recognition of overlooked talent and the fundamental reality that each individual warrants a community that believes in them.