NHS: Belonging in White Corridors

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 smart shoes whisper against the floor as he acknowledges colleagues—some by name, others with the comfortable currency of a “how are you.”

James carries his identification not merely as a security requirement but as a testament of belonging. It hangs against a pressed shirt that gives no indication of the difficult path that preceded his arrival.

What separates James from many of his colleagues is not obvious to the casual observer. His bearing gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have been through the care system.

“The Programme embraced me when I needed it most,” James explains, his voice controlled but carrying undertones of feeling. His statement encapsulates the core of a programme that aims to revolutionize how the vast healthcare system views care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The statistics paint a stark picture. Care leavers commonly experience greater psychological challenges, economic uncertainty, shelter insecurities, and lower academic success compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have maneuvered through a system that, despite best intentions, regularly misses the mark in providing the nurturing environment that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s pledge to the Care Leaver Covenant, embodies a significant change in organizational perspective. At its heart, it accepts that the complete state and civil society should function as a “collective parent” for those who have missed out on the stability of a traditional family setting.

Ten pathfinder integrated care boards across England have blazed the trail, establishing frameworks that rethink how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is thorough in its methodology, starting from thorough assessments of existing practices, creating management frameworks, and garnering executive backing. It acknowledges that effective inclusion requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve established a regular internal communication network with representatives who can offer help and direction on personal welfare, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—rigid and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than numerous requirements. Application procedures have been reconsidered to address the specific obstacles care leavers might experience—from lacking professional references to facing barriers to internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of family resources. Matters like travel expenses, personal documentation, and bank accounts—taken for granted by many—can become significant barriers.

The elegance of the Programme lies in its thorough planning—from outlining compensation information to providing transportation assistance until that crucial first wage disbursement. Even ostensibly trivial elements like coffee breaks and professional behavior are carefully explained.

For James, whose career trajectory has “changed” his life, the Programme provided more than employment. It gave him a perception of inclusion—that intangible quality that emerges when someone feels valued not despite their history but because their particular journey enhances the institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the subtle satisfaction of someone who has secured his position. “It’s about a collective of different jobs and roles, a team of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a powerful statement that organizations can adapt to welcome those who have known different challenges. In doing so, they not only change personal trajectories but enrich themselves through the unique perspectives that care leavers bring to the table.

As James walks the corridors, his participation subtly proves that with the right help, care leavers can flourish in environments once considered beyond reach. The support that the NHS has extended through this Programme represents not charity but appreciation of untapped potential and the essential fact that all people merit a community that believes in them.