Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His smart shoes move with deliberate precision as he greets colleagues—some by name, others with the universal currency of a "how are you."
James carries his identification not merely as a security requirement but as a testament of belonging. It rests against a well-maintained uniform that gives no indication of the tumultuous journey that brought him here.
What distinguishes James from many of his colleagues is not obvious to the casual observer. His bearing discloses nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort designed specifically for young people who have been through the care system.
"The Programme embraced me when I needed it most," James says, his voice controlled but revealing subtle passion. His statement captures the heart of a programme that aims to reinvent how the enormous healthcare system views care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.
The figures tell a troubling story. Care leavers frequently encounter poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their peers. Beneath these impersonal figures are individual journeys of young people who have navigated a system that, despite genuine attempts, often falls short in delivering the nurturing environment that forms most young lives.
The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a profound shift in organizational perspective. Fundamentally, it recognizes that the entire state and civil society should function as a "collective parent" for those who haven't known the constancy of a conventional home.
Ten pioneering healthcare collectives across England have led the way, developing frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.
The Programme is detailed in its strategy, beginning with detailed evaluations of existing practices, creating management frameworks, and securing senior buy-in. It acknowledges that meaningful participation requires more than lofty goals—it demands tangible actions.
In NHS Birmingham and Solihull ICB, where James began his journey, they've established a consistent support system with representatives who can provide help and direction on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.
The standard NHS recruitment process—formal and potentially intimidating—has been intentionally adjusted. Job advertisements now highlight character attributes rather than extensive qualifications. Applications have been reconsidered to accommodate the particular difficulties care leavers might experience—from not having work-related contacts to having limited internet access.
Perhaps most significantly, the Programme acknowledges that entering the workforce can create specific difficulties for care leavers who may be handling self-sufficiency without the backup of familial aid. Matters like travel expenses, proper ID, and bank accounts—considered standard by many—can become significant barriers.
The brilliance of the Programme lies in its meticulous consideration—from explaining payslip deductions to providing transportation assistance until that critical first payday. Even seemingly minor aspects like break times and workplace conduct 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 intangible quality that emerges when someone feels valued not despite their history but because their particular journey improves the institution.
"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the modest fulfillment of someone who has discovered belonging. "It's about a family of different jobs and roles, a team of people who really connect."
The NHS Universal Family Programme exemplifies more than an job scheme. It functions as a bold declaration that institutions can evolve to welcome those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the special insights that care leavers contribute.
As James navigates his workplace, his presence silently testifies that with the right support, care leavers can flourish in environments once deemed unattainable. The embrace that the NHS has extended through this Programme represents not charity but recognition of hidden abilities and the fundamental reality that everyone deserves a community that champions their success.
