NHS: A Universal Embrace

In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes navigates his daily responsibilities with subtle confidence. 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 displays his credentials not merely as a security requirement but as a testament of acceptance. It hangs against a pressed shirt that betrays nothing of the tumultuous journey that preceded his arrival.

What distinguishes James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative created purposefully for young people who have experienced life in local authority care.

"I found genuine support within the NHS structure," James says, his voice controlled but revealing subtle passion. His observation captures the heart of a programme that seeks to reinvent how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The statistics reveal a challenging reality. Care leavers frequently encounter higher rates of mental health issues, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their age-mates. Underlying these impersonal figures are personal narratives of young people who have traversed a system that, despite genuine attempts, often falls short in offering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a significant change in institutional thinking. Fundamentally, it recognizes that the entire state and civil society should function as a "communal support system" for those who haven't known the stability of a traditional family setting.

Ten pioneering healthcare collectives across England have charted the course, creating systems that reimagine 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 policies, establishing governance structures, and securing executive backing. It acknowledges that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've created a regular internal communication network with representatives who can deliver assistance and counsel on wellbeing, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—rigid and possibly overwhelming—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Applications have been redesigned to consider the unique challenges care leavers might encounter—from not having work-related contacts to struggling with internet access.

Maybe most importantly, the Programme understands that starting a job can pose particular problems for care leavers who may be managing independent living without the safety net of parental assistance. Concerns like travel expenses, identification documents, and bank accounts—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 crucial first wage disbursement. Even ostensibly trivial elements like break times and office etiquette are carefully explained.

For James, whose NHS journey has "changed" his life, the Programme provided more than a job. It provided him a feeling of connection—that intangible quality that grows when someone feels valued not despite their past but because their distinct perspective improves the workplace.

"Working for the NHS isn't just about doctors and nurses," James comments, his eyes reflecting the subtle satisfaction of someone who has discovered belonging. "It's about a collective of different jobs and roles, a team of people who really connect."

The NHS Universal Family Programme exemplifies more than an job scheme. It exists as a strong assertion that organizations can evolve to include those who have known different challenges. In doing so, they not only alter individual futures but enrich themselves through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his involvement silently testifies that with the right support, care leavers can thrive in environments once considered beyond reach. The support that the NHS has provided through this Programme signifies not charity but recognition of hidden abilities and the profound truth that everyone deserves a support system that supports their growth.