In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes moves with quiet purpose. His smart shoes whisper against the floor as he greets colleagues—some by name, others with the universal currency of a "hello there."
James displays his credentials not merely as a security requirement but as a symbol of inclusion. It sits against a pressed shirt that betrays nothing of the tumultuous journey that brought him here.
What sets apart James from many of his colleagues is not immediately apparent. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking crafted intentionally 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 tinged with emotion. His statement summarizes the essence of a programme that seeks to revolutionize how the vast healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.
The statistics tell a troubling story. Care leavers often face greater psychological challenges, financial instability, housing precarity, and diminished educational achievements compared to their contemporaries. Behind these cold statistics are individual journeys of young people who have maneuvered through a system that, despite good efforts, frequently fails in offering the supportive foundation that shapes most young lives.
The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a significant change in systemic approach. Fundamentally, it accepts that the whole state and civil society should function as a "collective parent" for those who haven't experienced the constancy of a conventional home.
Ten pathfinder integrated care boards across England have blazed the trail, developing frameworks that reimagine how the NHS—one of Europe's largest employers—can open its doors to care leavers.
The Programme is meticulous in its approach, starting from comprehensive audits of existing policies, creating management frameworks, and obtaining leadership support. It understands that successful integration requires more than good intentions—it demands concrete steps.
In NHS Birmingham and Solihull ICB, where James began his journey, they've created a consistent support system with representatives who can offer help and direction on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.
The standard NHS recruitment process—rigid and often daunting—has been intentionally adjusted. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Applications have been redesigned to address the specific obstacles care leavers might experience—from missing employment history to struggling with internet access.
Possibly most crucially, the Programme understands that entering the workforce can create specific difficulties for care leavers who may be managing independent living without the support of family resources. Issues like transportation costs, identification documents, and banking arrangements—taken for granted by many—can become substantial hurdles.
The elegance of the Programme lies in its thorough planning—from explaining payslip deductions to offering travel loans until that essential first wage disbursement. Even seemingly minor aspects like coffee breaks and workplace conduct are deliberately addressed.
For James, whose NHS journey has "revolutionized" his life, the Programme delivered more than employment. It offered him a sense of belonging—that elusive quality that grows when someone is appreciated not despite their history but because their distinct perspective enhances the institution.
"Working for the NHS isn't just about doctors and nurses," James observes, his eyes reflecting the quiet pride of someone who has secured his position. "It's about a collective of different jobs and roles, a team of people who genuinely care."
The NHS Universal Family Programme exemplifies more than an job scheme. It stands as a strong assertion that organizations can change to welcome those who have experienced life differently. In doing so, they not only change personal trajectories but enhance their operations through the special insights that care leavers contribute.
As James walks the corridors, his presence silently testifies that with the right assistance, care leavers can flourish in environments once thought inaccessible. The support that the NHS has provided through this Programme represents not charity but acknowledgment of hidden abilities and the fundamental reality that everyone deserves a support system that champions their success.
