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 oxford shoes barely make a sound as he greets colleagues—some by name, others with the universal currency of a “good morning.”

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

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 beneficiaries of the NHS Universal Family Programme—an undertaking created purposefully for young people who have experienced life in local authority care.

“The Programme embraced me when I needed it most,” James says, his voice steady but revealing subtle passion. His observation encapsulates the heart of a programme that seeks to transform how the enormous healthcare system perceives care leavers—those vulnerable 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, economic uncertainty, accommodation difficulties, and lower academic success compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have traversed a system that, despite good efforts, often falls short in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a profound shift in systemic approach. Fundamentally, it acknowledges that the complete state and civil society should function as a “communal support system” for those who have missed out on the constancy of a typical domestic environment.

A select group of healthcare regions across England have charted the course, creating frameworks that rethink how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its strategy, initiating with detailed evaluations of existing policies, creating governance structures, and obtaining executive backing. It understands that meaningful participation requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve established a consistent support system with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—formal and possibly overwhelming—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 encounter—from missing employment history to having limited internet access.

Possibly most crucially, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be managing independent living without the safety net of family resources. Matters like commuting fees, proper ID, and banking arrangements—considered standard by many—can become significant barriers.

The elegance of the Programme lies in its attention to detail—from outlining compensation information to helping with commuting costs until that essential first salary payment. Even apparently small matters like coffee breaks and workplace conduct are deliberately addressed.

For James, whose career trajectory has “changed” his life, the Programme provided more than a job. It provided him a sense of belonging—that elusive quality that grows when someone feels valued not despite their history but because their distinct perspective enhances the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the quiet pride 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 work program. It exists as a bold declaration that institutions can change to include 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 bring to the table.

As James moves through the hospital, his involvement quietly demonstrates that with the right assistance, care leavers can succeed in environments once thought inaccessible. The embrace that the NHS has offered through this Programme represents not charity but recognition of overlooked talent and the profound truth that each individual warrants a community that believes in them.