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 oxford shoes whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a "how are you."
James wears his NHS lanyard not merely as institutional identification but as a testament of acceptance. It rests against a neatly presented outfit that gives no indication of the difficult path that led him to this place.
What sets apart James from many of his colleagues is not obvious to the casual observer. His presence reveals nothing of the fact that he was among the first recruits of the —an initiative created purposefully for young people who have spent time in care.
"The Programme embraced me when I needed it most," James says, his voice measured but carrying undertones of feeling. His statement encapsulates the heart of a programme that strives to reinvent how the vast 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 frequently encounter poorer mental health outcomes, money troubles, shelter insecurities, and lower academic success compared to their age-mates. Behind these clinical numbers are human stories of young people who have traversed a system that, despite good efforts, often falls short in providing the supportive foundation that forms 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. At its heart, it recognizes that the whole state and civil society should function as a "collective parent" for those who have missed out on the security of a typical domestic environment.
Ten pioneering healthcare collectives across England have blazed the trail, creating structures that reconceptualize how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.
The Programme is meticulous in its strategy, beginning with thorough assessments of existing procedures, establishing management frameworks, and garnering senior buy-in. It recognizes that successful integration requires more than noble aims—it demands practical measures.
In NHS Birmingham and Solihull ICB, where James found his footing, they've created a consistent support system with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and equality, diversity, and inclusion.
The traditional NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now emphasize character attributes rather than long lists of credentials. Applications have been reimagined to address the unique challenges care leavers might experience—from missing employment history to facing barriers to internet access.
Possibly most crucially, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be handling self-sufficiency without the support of family resources. Issues like travel expenses, identification documents, and banking arrangements—taken for granted by many—can become major obstacles.
The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that crucial first wage disbursement. Even ostensibly trivial elements like coffee breaks and office etiquette are thoughtfully covered.
For James, whose professional path has "revolutionized" his life, the Programme offered more than employment. It provided him a feeling of connection—that ineffable quality that develops when someone senses worth not despite their past but because their distinct perspective enriches the institution.
"Working for the NHS isn't just about doctors and nurses," James notes, his gaze showing the modest fulfillment of someone who has discovered belonging. "It's about a family of different jobs and roles, a family of people who genuinely care."
The embodies more than an employment initiative. It functions as a powerful statement that organizations can evolve to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but enhance their operations through the distinct viewpoints that care leavers provide.
As James walks the corridors, his involvement subtly proves that with the right support, care leavers can flourish in environments once deemed unattainable. The support that the NHS has extended through this Programme signifies not charity but recognition of hidden abilities and the profound truth that each individual warrants a support system that supports their growth.
