Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His oxford shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the comfortable currency of a "how are you."
James carries his identification not merely as an employee badge but as a declaration of inclusion. It rests against a neatly presented outfit that offers no clue of the challenging road that brought him here.
What distinguishes James from many of his colleagues is not immediately apparent. His presence reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have been through the care system.
"I found genuine support within the NHS structure," James explains, his voice controlled but tinged with emotion. His remark encapsulates the essence of a programme that strives to reinvent how the massive healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.
The numbers tell a troubling story. Care leavers commonly experience higher rates of mental health issues, economic uncertainty, accommodation difficulties, and lower academic success compared to their contemporaries. Beneath these clinical numbers are human stories of young people who have maneuvered through a system that, despite good efforts, often falls short in providing the supportive foundation that shapes most young lives.
The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, represents a substantial transformation in organizational perspective. At its core, it accepts that the whole state and civil society should function as a "collective parent" for those who have missed out on the security of a conventional home.
A select group of healthcare regions across England have led the way, developing systems that reimagine how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.
The Programme is thorough in its strategy, initiating with detailed evaluations of existing procedures, creating governance structures, and obtaining senior buy-in. It recognizes that effective inclusion requires more than noble aims—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 support, advice, and guidance on mental health, HR matters, recruitment, and EDI initiatives.
The conventional NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now emphasize personal qualities rather than numerous requirements. Application processes have been reimagined to address the unique challenges care leavers might face—from missing employment history to facing barriers to internet access.
Possibly most crucially, the Programme acknowledges that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of family resources. Concerns like commuting fees, personal documentation, and banking arrangements—considered standard by many—can become significant barriers.
The brilliance of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that critical first payday. Even seemingly minor aspects like rest periods and office etiquette are carefully explained.
For James, whose NHS journey has "transformed" his life, the Programme offered more than employment. It provided him a sense of belonging—that intangible quality that emerges when someone is appreciated not despite their history but because their unique life experiences enriches the organization.
"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the modest fulfillment of someone who has discovered belonging. "It's about a collective of different jobs and roles, a group of people who genuinely care."
The NHS Universal Family Programme embodies more than an job scheme. It exists as a strong assertion that organizations can change to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but enhance their operations through the unique perspectives that care leavers provide.
As James navigates his workplace, his presence subtly proves that with the right assistance, care leavers can thrive in environments once considered beyond reach. The arm that the NHS has provided through this Programme represents not charity but appreciation of overlooked talent and the fundamental reality that each individual warrants a support system that believes in them.
