Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His smart shoes whisper against the floor as he greets colleagues—some by name, others with the familiar currency of a “hello there.”
James displays his credentials not merely as an employee badge but as a testament of inclusion. It rests against a neatly presented outfit that offers no clue of the difficult path that brought him here.
What distinguishes James from many of his colleagues is not obvious to the casual observer. His demeanor gives away 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 spent time in care.
“I found genuine support within the NHS structure,” James says, his voice measured but tinged with emotion. His remark summarizes the core of a programme that aims to revolutionize how the enormous healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.
The figures tell a troubling story. Care leavers often face higher rates of mental health issues, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their contemporaries. Beneath these impersonal figures are individual journeys of young people who have navigated a system that, despite genuine attempts, frequently fails in delivering the nurturing environment that shapes most young lives.
The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a significant change in organizational perspective. Fundamentally, it acknowledges that the whole state and civil society should function as a “collective parent” for those who haven’t experienced the stability of a conventional home.
Ten pathfinder integrated care boards across England have led the way, developing systems that reimagine how the NHS—one of Europe’s largest employers—can create pathways to care leavers.
The Programme is thorough in its methodology, beginning with thorough assessments of existing practices, establishing governance structures, and securing executive backing. It recognizes that successful integration requires more than good intentions—it demands tangible actions.
In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a consistent support system with representatives who can deliver support, advice, and guidance on personal welfare, HR matters, recruitment, and inclusivity efforts.
The traditional NHS recruitment process—rigid and potentially intimidating—has been intentionally adjusted. Job advertisements now emphasize character attributes rather than long lists of credentials. Application procedures have been reimagined to consider the unique challenges care leavers might encounter—from not having work-related contacts to facing barriers to internet access.
Maybe most importantly, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be managing independent living without the safety net of family resources. Issues like transportation costs, identification documents, and financial services—assumed basic by many—can become significant barriers.
The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that critical first payday. Even apparently small matters like rest periods and professional behavior are thoughtfully covered.
For James, whose career trajectory has “changed” his life, the Programme offered more than work. It offered him a sense of belonging—that intangible quality that emerges when someone is appreciated not despite their background but because their unique life experiences improves the workplace.
“Working for the NHS isn’t just about doctors and nurses,” James notes, his expression revealing the subtle satisfaction of someone who has discovered belonging. “It’s about a family of different jobs and roles, a family of people who truly matter.”
The NHS Universal Family Programme embodies more than an employment initiative. It functions as a strong assertion that institutions can change to include those who have known different challenges. In doing so, they not only transform individual lives but improve their services through the distinct viewpoints that care leavers provide.
As James moves through the hospital, his presence quietly demonstrates that with the right help, care leavers can succeed in environments once thought inaccessible. The embrace that the NHS has provided through this Programme symbolizes not charity but appreciation of overlooked talent and the essential fact that everyone deserves a support system that champions their success.
