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 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 institutional identification but as a declaration of belonging. It rests against a pressed shirt that offers no clue of the tumultuous journey that preceded his arrival.
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 beneficiaries of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have spent time in care.
"The Programme embraced me when I needed it most," James reflects, his voice controlled but revealing subtle passion. His observation encapsulates the core of a programme that seeks to reinvent how the massive healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.
The numbers tell a troubling story. Care leavers often face higher rates of mental health issues, economic uncertainty, housing precarity, and diminished educational achievements compared to their age-mates. Beneath these cold statistics are human stories of young people who have traversed a system that, despite best intentions, regularly misses the mark in offering the supportive foundation that shapes most young lives.
The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a substantial transformation in systemic approach. At its heart, it acknowledges that the whole state and civil society should function as a "collective parent" for those who haven't known the security of a traditional family setting.
Ten pioneering healthcare collectives across England have blazed the trail, establishing structures that reconceptualize how the NHS—one of Europe's largest employers—can create pathways to care leavers.
The Programme is detailed in its approach, beginning with comprehensive audits of existing procedures, creating management frameworks, and obtaining senior buy-in. It recognizes that successful integration requires more than good intentions—it demands concrete steps.
In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a reliable information exchange with representatives who can provide assistance and counsel on mental health, HR matters, recruitment, and EDI initiatives.
The traditional NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now highlight character attributes rather than numerous requirements. Application processes have been redesigned to accommodate the specific obstacles care leavers might face—from missing employment history to having limited internet access.
Perhaps most significantly, the Programme understands that starting a job can pose particular problems for care leavers who may be handling self-sufficiency without the support of family resources. Concerns like commuting fees, identification documents, and financial services—assumed basic by many—can become significant barriers.
The beauty of the Programme lies in its meticulous consideration—from outlining compensation information to offering travel loans until that essential first salary payment. Even seemingly minor aspects like break times and workplace conduct are thoughtfully covered.
For James, whose professional path has "revolutionized" his life, the Programme provided more than employment. It offered him a perception of inclusion—that elusive quality that emerges when someone is appreciated not despite their history but because their particular journey enhances the organization.
"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the modest fulfillment 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 exemplifies more than an work program. It exists as a powerful statement that institutions can adapt to welcome those who have known different challenges. In doing so, they not only change personal trajectories but enrich themselves through the unique perspectives that care leavers bring to the table.
As James navigates his workplace, his involvement quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The embrace that the NHS has provided through this Programme represents not charity but appreciation of hidden abilities and the profound truth that all people merit a family that champions their success.
