Foreword

My name is James Stokes and I was one of the first people to join the NHS through the Universal Family Programme.

My NHS journey has transformed my life in ways I couldn’t have imagined.

When I first joined the Programme, it felt tailor-made for someone like me, a care leaver striving to find my place in the working world. It’s all about feeling comfortable and supported. It felt like the NHS was putting its arm around me.

Working for the NHS isn’t just about doctors and nurses; it’s about a community of different jobs and roles, a family of people who genuinely care.

As I walk down the corridor, I may not know everyone by name, but there’s always a friendly “good morning” and a “how are you?” We’re all working together, and it’s in those moments that you truly feel like you belong, like you’re part of something.

The Programme has been the first step in my career, showing me that it’s okay to be myself and be comfortable with that.

My background has given me a unique perspective, making me more empathetic and allowing me to add value to the NHS in ways others might not see or understand.

This Programme is changing the way NHS organisations see care leavers. It’s creating a space where we can learn to be professionals and make roles our own. It’s a journey of transformation and self-discovery that should be the norm.

Everyone should know that this Programme is a pathway to support people into employment, regardless of their background or status. Right now, it’s focused on care leavers, but it’s also a way to help organisations and teams become more aware of different life experiences and the value that brings.

This toolkit is a result of the collective effort of Pathfinders to make this vision a reality.

It’s a guide to setting up the Programme in your ICB, building partnerships and helping someone find their place within the incredible NHS family.

My line managers and colleagues at Birmingham Women’s and Children’s NHS Foundation Trust, particularly Lawrence Kelly and Nav Sharma have inspired me to think big in my career. I hope this toolkit helps you to inspire the same feeling in young people in your system area for generations to come.

Welcome to the NHS Universal Family Programme where we can achieve great things together.

Good luck,

James Stokes

Birmingham Women’s and Children’s NHS Foundation Trust

Introduction

This “quick guide” toolkit contains advice, suggestions and links that will help you attract and support care leavers into NHS employment education and training opportunities.

This resource is aimed at integrated care boards (ICBs) and managers with responsibility for leading on the NHS Universal Family Programme and recruiting care leavers into a variety of NHS roles.

This toolkit should be used alongside the NHS Universal Family Programme: Companion Toolkit, NHS Recruit and retain young people toolkit and the Inspire, Attract and Recruit toolkit.

How to use this quick guide Programme

This toolkit will give you a high-level overview of the variety of steps taken by Pathfinders in setting up the NHS Universal Family Programme.

For a detailed understanding of the Programme, please read this alongside the NHS Universal Family Programme: companion toolkit and the Pathfinder case studies.  View frequently asked questions at the end of this guide.

Acknowledgements

We would like to thank the ten pathfinder integrated care board (ICBs), their people teams: NHS Birmingham and Solihull ICB, NHS Dorset ICB, NHS Greater Manchester ICB, NHS Norfolk and Waveney ICB, NHS North Central London ICB, NHS North East and North Cumbria ICB, NHS North West London ICB, NHS Nottingham and Nottinghamshire ICB, NHS Surrey Heartlands ICB, NHS West Yorkshire ICB and other stakeholders in their systems. Their experiences were the key to the creation of this toolkit and will help the others successfully navigate the journey ahead.

We are grateful to Spectra and Birmingham Women’s and Children’s NHS Foundation Trust for the invaluable contributions that shaped this work, their expertise helped provide a different perspective to those traditionally associated with the NHS.

The members of the steering committee: Local Government Association, NHS Care Leavers Forum, Talent for Care, Children & Young People’s Mental Health Programme, NHS England Safeguarding and NHS England Regional Representatives for their input.

Finally, we want to thank the young people, you are a part of our community, and your perspectives and initiatives are needed in the NHS, thank you for being bold enough to share them with us so that we can build better experiences for you and your peers.

Section 1: Who, what and why?

Care Leaver Covenant

By endorsing the Covenant, the NHS is not only making a statement about its values but is also taking concrete steps to support care leavers and increase their opportunities for success through a national Programme.

Care leavers are defined as young people aged 16-25 who have previously spent time in local authority care. They are a diverse group and come to the workplace with a huge breadth of skills and abilities, from various backgrounds and broad life experiences. 

The Care Leaver Covenant, delivered by Spectra, has grown into an inclusion Programme that coordinates support and opportunities (from the private, public and voluntary sectors) for young people who have left the care system; making available a different type of provision and expertise from that statutorily provided by local authorities who are acting as corporate parents.

Critically, it has at its heart an overarching ambition: that the whole of the state and civil society should be the lifelong ‘universal family’ to those who have not enjoyed the support that comes from having a stable home. This requires a huge effort on the part of many organisations and sectors to coordinate and integrate their planning and delivery of services to young people in care and to care leavers.

As one of the largest employers in Europe, the NHS plays a crucial role in setting an example and demonstrating a commitment to diversity, inclusion, and social responsibility. In recognition of this responsibility, NHS England made a bold commitment during National Care Leavers Week 2022 to sign up to the Care Leaver Covenant and officially launched the NHS Universal Family Programme in the following January.

In this toolkit, we have sought to take account of this diversity whilst paying attention to common experiences and characteristics, which we know that many care leavers share.

Many care leavers show adaptability, determination and resilience in the workplace, improving organisational goals and activities.

It is also important to recognise the difficult experiences that many care leavers have faced.

Children are taken into care for different reasons, including family breakdown, abuse, neglect, and parental ill-health. They can be placed far from home, separated from friends and responsible adults, such as teachers, who they have relationships with. Some will permanently lose contact with their biological families.

These life experiences often mean care leavers have less favourable outcomes compared to their peers, including: mental health needs, financial and housing vulnerability, and poor educational outcomes. However, it is essential to recognise that many individuals emerge from these situations as strong, adaptable and capable individuals.

Yet many still lack connections in the world of work and some struggle to find routes into suitable employment. But with support and opportunity, care leavers can use their unique lived experience to greatly contribute to the workplace.

Section 2: Getting started and preparing for success

The NHS Universal Family Programme should begin with a thorough audit of existing policies and procedures related to care leavers’ recruitment and retention. The audit ensures proper governance structures, including a steering group responsible for setting clear goals and objectives aligned to the Programme.

Reporting and accountability play a significant role from the start, completing monthly delivery reports and participating in ICB learning sessions ensures oversight and feeds learning back into the Programme’s development.

For the Programme to set off on the correct footing, securing senior buy-in, identifying the best partners, such as local authorities and third-sector organisations, is essential for a comprehensive and holistic approach to supporting care leavers. Coupled with building in ethical considerations and codes of practice ensure the well-being and success of individuals undertaking opportunities.

These elements are the first steps of the NHS Universal Family Programme, building early commitment to establishing resource, setting accountability measures, and embedding ethical value at the heart of the programme.

Undertake an audit of:

• existing NHS work programmes or widening participation activity and create links and shared understanding where there is overlap
• existing policies and procedures and toolkits, including workforce tools, recruitment, application, interviewing etc. and consider any adaptions which could help and support access to opportunities – consult with young people and HR / Head of People
• internal support structures to support with implementation and delivery

Establish effective governance structures

• set up a steering group – ensure wide representation from inside and outside the NHS
• set up a delivery/operational group – this group will need to meet more frequently than the Steering group

Create links with senior leaders and partners

• scope how they can help with Programme delivery, such as advocacy and recruitment
• regional Leads
• trust managers
• Local Authority Care Leaving Teams
• third sector organisations, such as, Princes Trust, Spectra TwentyFive/7 etc
• local charities and care leaver support organisations, such as Become and Drive Forward
• national / local training providers, such as Rees Foundation, Become and independent consultants
• careers support organisations, Career Matters
• Department of Work and Pensions (DWP) and Job Centre Plus
• colleges, universities and virtual schools

Plan spend and resource allocation

• look at resources compiled from the Pathfinder year ahead of creating your own from scratch. If you are thinking of creating bespoke resources consider linking with other ICBs in your area to share costs

Communication

• establish clear internal and external messaging about the Programme, being sure not to re-enforce stereotypes, expose someone’s lived experience or highlight individuals
• send regular updates to partners, Trusts and participating organisations
• establish national connections with colleagues overseeing the NHS Universal Family Programme and attend regular meetings to share best practice and evolve the Programme in your area

Monitoring and review

• establish metrics for oversight, monitoring and reporting
• establish systematic data collection and review processes which can be fed back to the NHS England programme team

Section 3: Engaging partners and setting the structures

Moving from the initial audit, considering how strategic partners and procured support organisations will be aligned to help with delivery is crucial to the design, planning and implementation phases of the Programme. This also needs to run alongside establishing staffing infrastructure and responsibilities that are crucial for the Programme’s success.

Once the staff are in place, training is essential to understand how developing an inclusive and empathetic culture can positively support care leavers with a variety of lived experiences.

National, regional and system peer networks for Programme managers, line managers and support staff should also be explored, to provide space for shared understanding and fostering inclusive team cultures.

Establish a clear staffing structure.

Engage partners to help with Programme delivery, identified through the audit, such as advocacy, recruitment, in role-support and overall Programme delivery.

Engage internal or external organisations to provide appropriate staff training covering:

• introduction to supporting care leavers
• oversight of lived experience
• managing with empathy

Give priority to establishing opportunities for colleagues to create peer networks and share practice with one another as they build the Programme and support individuals – this should be at a local, system, regional and national level.

Liaise with employment partners, map out employment opportunities and available vacancies – entry level through to skilled professionals.

Map pre-entry Programmes, work tasters, apprenticeships and internships, being mindful of any barriers a care leaver might face.

Apprenticeships

Great

• structured learning and work.
• earning a qualification while working – new funding allocations as of 2023.
• although fixed-term, long enough to settle in, get to know colleagues

Watch out

• low pay can be a big barrier for people who need to be financially independent – can you offer above living wage?
• does your Council offer a wage “top up”?

Internships and work experience

Great

• experimenting with different areas of work.
• time for employer and employee to get to know each other and try out real job roles

Watch out

• short-term arrangement might impact on benefits
• payment without long-term offer of employment.
• unpaid or low paid opportunities may not be feasible if young person is fully independent

Permanent Roles

Great 

• structure and stability — emotional and financial.
• likelihood of better pay vs. more casual work arrangements.
• time to settle in, get to know colleagues.
• feeling of belonging as fully fledged employee.
• opportunities to develop a career

See Pathways into work, for a break down of who you will need to “link with” for each type of employment.

Remember care leavers are an intersectional group, who require different levels of support. Whilst pre-entry employment programmes has considerable value for some and may be deemed necessary for others, there are a number of individuals who are ready to access live, full or part time employment vacancies, and those seeking summer or graduate internships.

Section 4: Where, how and what?

Recruitment

To effectively engage care leavers requires flexibility and personalised approaches to recruitment. Colleagues will have collaborated with partners to explore diverse opportunities suitable for care leavers, ranging from short-term to long-term roles, personalised placements, internships, and apprenticeships.

The recruitment process should also engage internal and external colleagues to consider accessibility, adapted applications and selection methods. They should ensure they recognise the unique strengths and qualities care leavers bring to the workplace. It should also address potential barriers which might inhibit care leavers’ successful transition into the workforce. See the resources section of this guide for support with adapted and supported recruitment.

Recruitment should also focus on providing comprehensive support to care leavers not just during recruitment, but through onboarding, and their employment journey.

Collaborative efforts between employers, training providers, support organisations, and local authorities would help to create that wrap-around inclusive and supportive approach.

It should also address potential barriers which might inhibit care leavers’ successful transition into the workforce.

Capitalise on existing relationships to recruit and engage with care leavers.

Including:

• local authority
• Job Centre Plus – care leaver SPOC
• Care Leaver Covenant
• local charities supporting care leavers
• further education (FE) Colleges and Universities
• social media
• fostering networks
• careers events and NHS profile raising events
• community action projects
• faith groups

Map out the process from supported application to induction and job opportunity.

Including adapted recruitment, interview and induction as well as on the job support. You can draw on internal colleagues from your original Audit, and/or engage third sector organisations, such as The Prince’s Trust, Barnardo’s and Spectra 25/7, etc., to help with all or part of this process.

The Prince’s Trust have a number of ways in which they are able to support and enhance delivery in line with other NHS programmes, such a pre-entry employment schemes and in work mentoring.

Barnardo’s train and support a number of young people through courses and careers, which could link young people directly to NHS Universal Family Programme employment opportunities.

Linking with your local authority care leaving teams and advertising roles directly is a positive way to build relationships. It also reaches a wide range of care leavers, many of whom will be ready to enter the competitive job market straight away.

Talent development sequence for recruiting from vulnerable youth groups

The steps below outline the process for helping young talent from underserved communities, such as care leavers, to find employment.

The image above includes a description of the TwentyFive/7 talent development sequence for recruiting from vulnerable groups. The sequence follows a pathway of identification, information sharing, orientation and network building, supporting individuals along with employers on the recruitment journey. This includes:

• identification and holistic assessment of young person’s needs and living situation
• information sharing and individualized support
• 3-Day Orientation
• matching and placement with Canvas 8 team
• network building
• job starts! young people begin in roles
• post-employment support with line managers/buddies

Candidates not yet ready for Canvas 8 opportunities will be supported into other routes.

25/7 working closely with Canvas 8 throughout this period to ensure smoothest possible job start for young people.

Some care leavers will be ready to join the workforce immediately, while others may need more support and a gradual introduction to working life. Recognise the need for flexibility and personalised approaches, moving away from the “one-size-fits-all”.

Some care leavers will be ready to join the workforce immediately, while others may need more support and a gradual introduction to working life. Recognise the need for flexibility and personalised approaches, moving away from the “one-size-fits-all”.

Job adverts

• focus specifications on attitudinal traits not extensive lists of qualifications
• use straightforward and accessible language
• be clear about the job role and what is involved
• provide contact details of a named contact and welcome informal enquiries
• use a variety of social media to advertise opportunities, as well as physical adverts in community hubs, colleges or leisure centres
• send adverts and posts to Care Leaving Teams, Care Leaver Covenant and organisations directly supporting care leavers

Applications

• if you have direct contact with young people before they apply, consider that it might be the young person’s first online application or first time completing an application of the type your organisation uses
• consider this might be a young person’s first role, so might not have any professional references – could you request information from a personal advisor for example?
• understand any functional barriers to completing an application. For example, the young person may not have a laptop or consistent access to the internet
• can you provide support overcoming connectivity barriers? For example, can you provide a space in an office for the young person to complete an online application?
• could you switch the online application for an in-person discussion?
• would you accept applications as a v-log post?
• can a young person apply at a jobs fair, on the spot, with support from a staff member?

Interviews

• contact the young person to understand functional barriers to completing an in- person interview (for example, travel costs or business attire); or completing an online interview (for example, hardware, or high- quality internet connection for video calling)
• can you provide support overcoming any of these barriers? Support fund, partnership referral etc
• at interview, where a young person has little or no work experience, encourage candidates to talk about their attitude towards new experiences and work activities
• could you consider using a values-based recruitment to align personal values and behaviours to the organisations?
• could you share interview questions ahead of time to help those who might be anxious, have a particular disability or neurodiverse need?

Feedback and follow-up

• can you make a point of guaranteeing detailed feedback for care leaver candidates?
• be clear and transparent about next steps following interview: when will candidates receive feedback and decisions and what kind of feedback should they expect?
• keep in touch with candidates if feedback or follow up deadlines are not met
• keep individuals involved in all stages of employment if they are successful at interview
• create a ‘welcome pack’ to be sent ahead of time, which is clear and allows individuals to feel confident about the organisation, their role and the expectations placed on them ahead day one

Section 5: Induction, oversight and support

Care leavers will start their jobs from a variety of backgrounds and contexts. Their circumstances might be very different to that of a young person living with their parents or sharing a house with friends. Some care leavers will be transitioning from Universal Credit into paid employment, possibly for the first time while others may be making a change in career.

For hiring managers, and those responsible for communicating job offers, we recommend exploring these points with candidates while they are preparing for their first day.

Transport

• transport costs to and from work can be prohibitive, especially up until first payday or if the opportunity is unpaid. Can you offer support with travel costs for a fixed period or offer a travel loan to help reach payday?

Pay dates / timeframes

• let the candidate know exactly when their first pay date will be and roughly how much they will receive after tax (could be part of a broader pay slip introduction)
• particularly if the candidate is beginning their first job, is there an option to pay their salary weekly – for a fixed period – to help with budgeting?

Working hours

• does the candidate have non-negotiable commitments outside of work g. caring responsibilities that need to be factored into the working week?
• if the candidate is full-time and has never worked full time hours before, would a phased approach, working up to this, be beneficial?

Benefits/other sources of income

• if the role is not paid / not full-time, that candidate may continue claiming benefits, can you help the individual to assess the impact of the employment opportunity on those benefits?
• check-in with the young person about this and encourage them to talk to their Personal Advisor or Job Centre Advisor

Identification (ID) and bank accounts

• find out whether the young person has suitable ID for your employer If not, can you support with funding a provisional driving license?
• understand whether they have an active bank account that they can be paid If not, Metro Bank have a dedicated and streamlined system for care leavers’ opening bank accounts. Contact the Care Leaver Covenant about this

Starting a new job can present challenges for anyone, but it’s crucial to recognise that care leavers may face additional stressors during the early stages of their employment. These stressors can stem from past experiences of feeling undervalued or lacking a sense of belonging, limited exposure to professional settings, unfamiliarity with strict deadlines, self-confidence and self-belief issues, mental health concerns, and practical obstacles related to housing and financial stability. Being mindful of these circumstances is essential in providing appropriate support and understanding during the onboarding and induction process.

Following the receipt of a mailed or digital “welcome pack”, the induction and physical welcome might include:

• clear expectations of the role and day-to-day activity – avoiding jargon
• email and ‘phone conduct, including example of ways to communicate
• entitlements around pension schemes, annual leave, childcare support, flexible working etc
• coffee and lunch breaks, where to pick up food and drinks – or where to eat and take breaks
• working hours – does the individual have non-negotiable commitments outside of work, that need to be considered?
• office rules, etiquette and conventions, including using phones for personal communication and social media
• payslips and payroll, including deductions. Checking if individuals have an active bank account for their pay
• working effectively, including scheduling time, taking breaks, managing email inbox, organising the workspace.
• full-time or part-time, could there be a phased approach to full time if this is their first role?
• key contact information for line manager, mentor or buddy and when to contact.
• how absence and paid leave are managed
• introduction to the NHS Universal Family peer network
• tips to manage wellbeing at work
• how to ask for help and support

Support and training                                  

The NHS Universal Family Programme sits within an environment which supports employers to be trauma-informed. The Programme will enhance this understanding through the lens of the care leaver’s lived experience, supporting employers to appreciate the impact trauma might have on some individuals and give them the tools to develop strategies for providing appropriate advice and support.

The NHS has considerable training expertise, including expert-trainers, counsellors, and mental health advisers. This support should be identified during the audit and support enabled for both employer and employee, in a way that respects the young person’s anonymity and promotes their well-being.

As a professional development exercise, and to give care leavers the best chance of thriving in their new roles, we encourage line managers, task managers and mentor/ buddies (or similar roles with different titles) to complete safeguarding training and a form of line management training that is tailored to working with care leavers. Several organisations deliver this training and their details can be found at the end of this toolkit.

It’s crucial to recognise that care leavers come from diverse backgrounds and have unique life experiences. To effectively support them, it’s beneficial to approach their needs with an open mind and avoid making assumptions. While it’s valuable to understand potential challenges they might face, bias can have a detrimental effect. The most effective approach is to develop a genuine connection with care leavers, treating them as individuals, and actively listening to their voices. This approach allows for informed and empathetic interventions tailored to their specific needs and circumstances.

Skills development

All care leavers who enter NHS roles will have different academic records but, as a group, they have lower academic attainment at secondary school and in further and higher education.

 It may be highly beneficial to a care leaver to offer support with key qualifications that they could work on outside of their NHS role. Should a young person be in receipt of Universal Credit, they should be eligible for free basic skills and Maths and English qualifications. They should also be eligible for free/discounted basic education from FE colleges.

Digital training is also crucial for individuals who might be entering the workforce for the very first time. Digital training encourages individuals to safely and professionally navigate technology and digital tools in their work environment. For example, employees might need to be trained on how to properly recognise, handle and store sensitive data, as well as how to use equipment and software safely.

Digital training will also help individuals develop the skills they need to use digital tools in a professional manner. This includes: learning how to communicate effectively through digital channels such as email and chat functions; the role social media can play in personal and professional capacities; and how to use project management and collaboration tools to work effectively in teams. Individuals should be helped to find out and access all continuous professional development (CPD) opportunities, this can enhance their skills and employability following their NHS opportunity.

Peer support

Having positive relationships in the workplace is central to many organisations’ inclusivity ambitions, and crucial to a young person’s ability to thrive in employment.

While many care leavers will thrive with the same reporting and support structures as any other new hire, other young people will benefit from a stronger scaffolding of support around them, especially in the early days.

Think about the role of a ‘mentor / buddy’ and/or ‘task manager’ as well as the formal line management role. You could also facilitate the young person working with a mentor or support organisation who are external to the reporting structure.

NHS Universal Family Programme: Peer Support Network

The NHS Universal Family Programme is using FutureNHS to build its own peer support network, providing individuals on the Programme access to a digital space which connects them to colleagues throughout England. The network encourages personal as well as professional development, links to resources and hosts connection meetings and networking events –encouraging peers to engage in “meet ups” and build relationships. The peer support network is also a space to offer practical guidance, advice, and encouragement, helping new starters to overcome obstacles, explore different career pathways, access resources and opportunities. The network will also feature feedback to the NHS England programme team.

Introductions to this network should form part of the induction process.

10 top tips

1. Set a strategy that feels right for your organisation – will you tweak existing processes, or build a bespoke programme?
2. Consider the personal qualities and potential of the young people, as well as their qualifications and experience when recruiting. Can you tailor a role for them?
3. To find and recruit care leavers, consider working with partners and using specific communications channels and bespoke approaches.
4. Recognise the unique skills and perspectives care leavers will bring to the organisation to strengthen the workforce.
5. Be clear from day one on dress code, points of contact, itinerary, expectations.
6. Co-create goals and objectives with the care leaver, as well as monitoring and review mechanisms that feel constructive, not punitive
7. Celebrate successes often – dial up motivation and encouragement
8. Be mindful of the disclosure of the young person’s care status
9. Build a strong support structure within your organisation – remember to assign an approachable buddy, ideally at a junior
10. Utilise external resources available, especially safeguarding and additional support for care leaver’s wellbeing

Section 6: Care Leaver support and useful resources

Useful resources

There are a variety of issues that may challenge care leavers to thrive and perform at their best in work. e.g. anxiety, a difficult situation with a friend or family member, an ongoing mental health issue or practical problems with their commute, housing or finances. Lots of this is common across all colleagues but circumstances may be more acute for a care leaver.

It is important not to make assumptions or reinforce stereotypes. Support individuals on a one-to-one basis, to identify the issues causing disruption and work with them to identify what steps could be taken to help resolve the situation in a way that they are happy with. This section includes a lot of support resources which you may find helpful.

The Care Leaver Covenant team have pulled together some resources which might be of use and interest as you implement the NHS Universal Family Programme.

* Please be aware that care leaver ‘offers’ (or provisions) differ between local authorities. The list of resources below is not exhaustive — these are national and regional provisions that we know have made a difference to young people we have worked with. There will be many meaningful resources across the country that we do not know about.

 If you would like to signpost a young person towards a suite of provisions – from different organisations – please visit (or encourage the young person to visit) the Care Leaver Covenant website – Care Leaver Covenant – and sign up to Connects for updates on all opportunities, recreational offers and giveaways.

Should you wish to add to this list, please email: info@mycovenant.org.uk

Support resources for Care Leavers

Become

A charity for children in care and care leavers who run a helpline (0800 023 2033) for care leavers to get practical and emotional support.

Listening Works

Range of support services for care leaver adults aged 18–27.

Young Minds

Free 24/7 support across the UK for young people experiencing a mental health crisis

Text YM to 85258

Mind Infoline

Information on mental health problems, where to get help near you, treatment options and advocacy services

email: info@mind.org.uk or Text: 86463

Support resources for workplace mental health

Young Minds

Free 24/7 support across the UK for young people experiencing a mental health crisis

Text YM to 85258

Mind Infoline

Information on mental health problems, where to get help near you, treatment options and advocacy services

email: info@mind.org.uk or Text: 86463

Career

The Prince’s Trust

The Prince’s Trust is a UK charity that helps young people aged between 11-30 years, whatever their background, to achieve their potential by offering free courses, grants and mentoring opportunities to inspire them to build their confidence, find jobs, start a career or develop a business idea.

Finance/grants

Turn2Us

Turn2Us help people understand what benefits and grants they are eligible for.

The Flexible Support Fund is available across the UK through your local Job Centre Plus adviser or work coach. This fund may be able to help you with extra costs associated with getting into and starting work – ask your local Job Centre Plus adviser how you apply, you will need to tell them what you need the money for and give evidence that you cannot pay for the items yourself.

Spark Foundation

Spark Foundation award grants of £600 towards things like driving lessons, activities/holidays or setting up home.

Capstone Care Leavers Trust

Capstone Care Leavers Trust award grants to ages 17-25 for further education courses, higher education courses, training courses, laptops, study material, driving lessons and household goods – sofa, chairs, cooker, fridge, freezer, washing machine, bed, wardrobe, drawers.

Practical resources for care leavers in, or starting, employment

Clothing

SmartWorks

Smartworks provide 1-hour, 1:1 interview preparation and confidence building for women seeking employment. It also offers a bespoke dressing consultation with two trained volunteers, to find a beautiful and high-quality interview outfit that will fill you with confidence. This is free of charge and the clothes are yours to keep.

Suited & Booted

Suited and Booted is a charity based in the City of London that helps vulnerable, unemployed and low-income men into employment by providing suitable interview clothing donated by companies and professionals.

Suited for Success

Suited for Success is a registered UK charity based in the heart of Birmingham. They provide free high-quality interview clothes, styling and interview preparation skills for unemployed men and women who have a confirmed job interview.

Food

Pantry

Buying affordable food. No evidence required for Care Leavers to access this service. You pay

£6.00 and receive £30-£40 of shopping. When you no longer need the service, you can stop.

Bills

Water bill

If you are a Care Leaver and live independently, you may be entitled up to 70% off your water bill through discounted tariffs – check with your water provider.

NHS resources Careers

NHS careers 

Employment information

NHS constitution for England

NHS terms and conditions of service

Recruitment

Enhancing recruitment – voice application inclusive recruitment toolkit

Inspire attract and recruit

NHS East England: No more tick boxes

NHS work experience

Recruit and retain young people toolkit

Talent for Care: widening participation

Using social media in recruitment

Values based recruitment

Financial support information for care leavers

Apprentice Bursary

Barnardo’s

Benefit Calculator

Benefits and pension rates

Earnings affect Universal Credit

Housing and Universal Credit Information

Personal Independence Payment

Universal Credit eligibility

Organisations offering staff training

Become

St Basil’s

The Rees Foundation

Who Cares? Scotland

Organisations offering bespoke support for care leavers

Barnardo’s  

Career Matters

Drive Forward Foundation

Goal 17

Prince’s Trust  

Spectra 25/7

NHS Universal Family Programme: quick-guide

Your guide to creating effective employment programmes and initiatives for care leavers

Learn more about and sign up to the Care Leaver Covenant at: mycovenant.org.uk

You can learn more about the Programme and find additional resources, including the NHS Universal Family Programme: companion toolkit and the Pathfinder case studies on the Future NHS Collaboration Platform.

Get in touch with the Care Leaver Covenant team: info@mycovenant.org.uk

Get in touch with the NHS England programme team: england.nhsworkforcesupply@nhs.net