NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “hello there.”

James carries his identification not merely as a security requirement but as a declaration of acceptance. It hangs against a well-maintained uniform that gives no indication of the difficult path that brought him here.

What sets apart James from many of his colleagues is not visible on the surface. His presence gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort crafted intentionally for young people who have spent time in care.

“It felt like the NHS was putting its arm around me,” James explains, his voice controlled but revealing subtle passion. His observation captures the essence of a programme that aims to revolutionize how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers commonly experience higher rates of mental health issues, money troubles, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Beneath these clinical numbers are human stories of young people who have navigated a system that, despite good efforts, frequently fails in delivering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s pledge to the Care Leaver Covenant, represents a significant change in organizational perspective. At its core, it acknowledges that the entire state and civil society should function as a “universal family” for those who haven’t experienced the constancy of a traditional family setting.

A select group of healthcare regions across England have led the way, developing structures that rethink how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is thorough in its methodology, initiating with comprehensive audits of existing practices, creating oversight mechanisms, and garnering leadership support. It recognizes that effective inclusion requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve developed 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—rigid and potentially intimidating—has been thoughtfully adapted. Job advertisements now focus on personal qualities rather than long lists of credentials. Application processes have been redesigned to accommodate the particular difficulties care leavers might encounter—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme understands that starting a job can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Issues like travel expenses, personal documentation, and bank accounts—assumed basic by many—can become major obstacles.

The elegance of the Programme lies in its meticulous consideration—from explaining payslip deductions to helping with commuting costs until that essential first salary payment. Even ostensibly trivial elements like break times and professional behavior are thoughtfully covered.

For James, whose career trajectory has “transformed” his life, the Programme provided more than a job. It gave him a perception of inclusion—that elusive quality that grows when someone feels valued not despite their past but because their distinct perspective enriches the organization.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the modest fulfillment of someone who has discovered belonging. “It’s about a family of different jobs and roles, a team of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It exists as a bold declaration that institutions can adapt to welcome those who have navigated different paths. In doing so, they not only alter individual futures but enrich themselves through the special insights that care leavers contribute.

As James walks the corridors, his involvement silently testifies that with the right assistance, care leavers can succeed in environments once deemed unattainable. The embrace that the NHS has extended through this Programme signifies not charity but acknowledgment of overlooked talent and the profound truth that each individual warrants a family that believes in them.