Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a "good morning."
James wears his NHS lanyard not merely as a security requirement but as a symbol of inclusion. It sits against a well-maintained uniform that offers no clue of the difficult path that brought him here.
What sets apart James from many of his colleagues is not obvious to the casual observer. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort designed specifically 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 steady but carrying undertones of feeling. His statement summarizes the essence of a programme that strives to revolutionize how the enormous healthcare system views care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.
The numbers reveal a challenging reality. Care leavers commonly experience greater psychological challenges, money troubles, shelter insecurities, and reduced scholarly attainment compared to their peers. Behind these impersonal figures are personal narratives of young people who have navigated a system that, despite good efforts, frequently fails in providing the stable base that molds most young lives.
The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, embodies a profound shift in systemic approach. Fundamentally, it accepts that the entire state and civil society should function as a "communal support system" for those who haven't experienced the constancy of a traditional family setting.
Ten pioneering healthcare collectives across England have led the way, establishing structures that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.
The Programme is meticulous in its approach, starting from thorough assessments of existing practices, establishing governance structures, and garnering executive backing. It understands that effective inclusion requires more than lofty goals—it demands tangible actions.
In NHS Birmingham and Solihull ICB, where James began his journey, they've established a regular internal communication network with representatives who can provide help and direction on wellbeing, HR matters, recruitment, and inclusivity efforts.
The conventional NHS recruitment process—structured and often daunting—has been carefully modified. Job advertisements now focus on attitudinal traits rather than extensive qualifications. Application procedures have been redesigned to consider the specific obstacles care leavers might face—from not having work-related contacts to having limited internet access.
Perhaps most significantly, the Programme recognizes that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the support of family resources. Concerns like commuting fees, personal documentation, and banking arrangements—taken for granted by many—can become major obstacles.
The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that crucial first salary payment. Even ostensibly trivial elements like coffee breaks and professional behavior are carefully explained.
For James, whose professional path has "revolutionized" his life, the Programme offered more than employment. It gave him a sense of belonging—that ineffable quality that emerges when someone feels valued not despite their background but because their unique life experiences improves the institution.
"Working for the NHS isn't just about doctors and nurses," James observes, his eyes reflecting the quiet pride of someone who has found his place. "It's about a community of different jobs and roles, a family of people who truly matter."
The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a bold declaration that institutions can adapt to welcome those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the special insights that care leavers provide.
As James moves through the hospital, his involvement quietly demonstrates that with the right help, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has provided through this Programme symbolizes not charity but appreciation of untapped potential and the essential fact that all people merit a family that supports their growth.
