NHS: Belonging in White Corridors

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His smart shoes whisper against the floor as he acknowledges colleagues—some by name, others with the comfortable currency of a “good morning.”

James displays his credentials not merely as institutional identification but as a symbol of inclusion. It hangs against a neatly presented outfit that betrays nothing of the tumultuous journey that preceded his arrival.

What sets apart James from many of his colleagues is not visible on the surface. His bearing discloses nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort designed specifically for young people who have been through the care system.

“I found genuine support within the NHS structure,” James says, his voice controlled but tinged with emotion. His statement encapsulates the core of a programme that aims to transform how the massive healthcare system approaches 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, shelter insecurities, and lower academic success compared to their peers. Behind these cold statistics are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, often falls short in providing the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, represents a substantial transformation in systemic approach. At its core, it accepts that the entire state and civil society should function as a “communal support system” for those who haven’t known the stability of a conventional home.

Ten pathfinder integrated care boards across England have blazed the trail, developing structures that reimagine how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is detailed in its strategy, starting from detailed evaluations of existing practices, forming governance structures, and securing executive backing. It recognizes that effective inclusion requires more than good intentions—it demands concrete steps.

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

The conventional NHS recruitment process—structured and potentially intimidating—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Application procedures have been reconsidered to consider the particular difficulties care leavers might experience—from not having work-related contacts to struggling with internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like transportation costs, proper ID, and bank accounts—assumed basic by many—can become significant barriers.

The brilliance of the Programme lies in its meticulous consideration—from explaining payslip deductions to providing transportation assistance until that crucial first salary payment. Even ostensibly trivial elements like break times and office etiquette are thoughtfully covered.

For James, whose career trajectory has “revolutionized” his life, the Programme offered more than a job. It provided him a perception of inclusion—that ineffable quality that develops when someone senses worth not despite their past but because their particular journey enriches the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his expression revealing the quiet pride of someone who has secured his position. “It’s about a collective of different jobs and roles, a family of people who really connect.”

The NHS Universal Family Programme represents more than an employment initiative. It stands as a powerful statement that institutions can change to welcome those who have known different challenges. In doing so, they not only transform individual lives but enhance their operations through the unique perspectives that care leavers provide.

As James navigates his workplace, his participation subtly proves that with the right assistance, care leavers can flourish in environments once deemed unattainable. The support that the NHS has offered through this Programme signifies not charity but acknowledgment of untapped potential and the essential fact that all people merit a support system that believes in them.