NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear barely make a sound as he acknowledges colleagues—some by name, others with the familiar currency of a “good morning.”

James wears his NHS lanyard not merely as a security requirement but as a testament of inclusion. It rests against a neatly presented outfit that betrays nothing of the tumultuous journey that brought him here.

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

“The Programme embraced me when I needed it most,” James says, his voice steady but revealing subtle passion. His observation encapsulates the essence of a programme that aims to transform how the massive healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The figures reveal a challenging reality. Care leavers commonly experience poorer mental health outcomes, financial instability, shelter insecurities, and diminished educational achievements compared to their peers. Underlying these impersonal figures are personal narratives of young people who have maneuvered through a system that, despite best intentions, regularly misses the mark in delivering the stable base that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, represents a substantial transformation in organizational perspective. At its heart, it recognizes that the whole state and civil society should function as a “communal support system” for those who haven’t experienced the constancy of a traditional family setting.

A select group of healthcare regions across England have charted the course, establishing frameworks that reimagine how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, initiating with comprehensive audits of existing policies, creating oversight mechanisms, and obtaining senior buy-in. It acknowledges that meaningful participation requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a consistent support system with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—structured and potentially intimidating—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than long lists of credentials. Application processes have been reimagined to consider the specific obstacles care leavers might encounter—from lacking professional references 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 navigating autonomy without the support of familial aid. Concerns like commuting fees, personal documentation, and financial services—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to offering travel loans until that critical first salary payment. Even apparently small matters like rest periods and office etiquette are carefully explained.

For James, whose professional path has “changed” his life, the Programme delivered more than employment. It gave him a perception of inclusion—that ineffable quality that emerges when someone is appreciated not despite their history but because their distinct perspective improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his expression revealing the quiet pride 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 represents more than an job scheme. It exists as a powerful statement that organizations can adapt to embrace those who have known different challenges. In doing so, they not only alter individual futures but enhance their operations through the special insights that care leavers bring to the table.

As James navigates his workplace, his participation silently testifies that with the right support, care leavers can flourish in environments once considered beyond reach. The support that the NHS has offered through this Programme represents not charity but recognition of untapped potential and the fundamental reality that each individual warrants a family that supports their growth.