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 polished footwear move with deliberate precision as he acknowledges colleagues—some by name, others with the universal currency of a “good morning.”
James displays his credentials not merely as institutional identification but as a declaration of belonging. It hangs against a pressed shirt that offers no clue of the difficult path that led him to this place.
What separates James from many of his colleagues is not visible on the surface. His demeanor gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking created purposefully for young people who have experienced life in local authority care.
“The Programme embraced me when I needed it most,” James reflects, his voice steady but carrying undertones of feeling. His remark summarizes the essence of a programme that seeks to transform how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.
The figures paint a stark picture. Care leavers frequently encounter higher rates of mental health issues, money troubles, shelter insecurities, and reduced scholarly attainment compared to their peers. Behind these impersonal figures are human stories of young people who have traversed a system that, despite good efforts, often falls short in providing the supportive foundation that shapes most young lives.
The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a significant change in systemic approach. At its heart, it acknowledges that the entire state and civil society should function as a “collective parent” for those who haven’t experienced the constancy of a typical domestic environment.
A select group of healthcare regions across England have blazed the trail, creating frameworks that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.
The Programme is detailed in its methodology, initiating with detailed evaluations of existing practices, forming oversight mechanisms, and obtaining senior buy-in. It acknowledges that meaningful participation requires more than lofty goals—it demands concrete steps.
In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a reliable information exchange with representatives who can offer support, advice, and guidance on wellbeing, HR matters, recruitment, and EDI initiatives.
The traditional NHS recruitment process—structured and potentially intimidating—has been thoughtfully adapted. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Application procedures have been reconsidered to consider the specific obstacles care leavers might encounter—from not having work-related contacts to struggling with internet access.
Perhaps most significantly, the Programme understands that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of familial aid. Concerns like transportation costs, proper ID, and bank accounts—considered standard by many—can become major obstacles.
The elegance of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that essential first wage disbursement. Even apparently small matters like coffee breaks and office etiquette are carefully explained.
For James, whose professional path has “changed” his life, the Programme offered more than a job. It gave him a sense of belonging—that intangible quality that develops when someone is appreciated not despite their history but because their particular journey enriches the institution.
“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the quiet pride of someone who has discovered belonging. “It’s about a family of different jobs and roles, a team of people who genuinely care.”
The NHS Universal Family Programme exemplifies more than an employment initiative. It exists as a bold declaration that institutions can evolve to include those who have experienced life differently. In doing so, they not only change personal trajectories but improve their services through the special insights that care leavers contribute.
As James walks the corridors, his presence subtly proves that with the right support, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has extended through this Programme symbolizes not charity but appreciation of untapped potential and the essential fact that all people merit a family that champions their success.
