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 move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “hello there.”

James wears his NHS lanyard not merely as an employee badge but as a symbol of inclusion. It hangs against a well-maintained uniform that offers no clue 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 reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

“I found genuine support within the NHS structure,” James reflects, his voice steady but revealing subtle passion. His remark encapsulates the essence of a programme that strives to revolutionize how the vast healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The numbers reveal a challenging reality. Care leavers often face greater psychological challenges, economic uncertainty, housing precarity, and lower academic success compared to their contemporaries. Behind these clinical numbers are human stories of young people who have navigated a system that, despite best intentions, regularly misses the mark in providing the stable base that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a profound shift in systemic approach. At its heart, it accepts that the complete state and civil society should function as a “universal family” for those who haven’t known the security of a traditional family setting.

Ten pioneering healthcare collectives across England have led the way, developing structures that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its approach, beginning with detailed evaluations of existing practices, forming management frameworks, and obtaining senior buy-in. It acknowledges that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve created a regular internal communication network with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—rigid and potentially intimidating—has been carefully modified. Job advertisements now emphasize character attributes rather than extensive qualifications. Application processes have been reconsidered to consider the unique challenges care leavers might experience—from lacking professional references to struggling with internet access.

Maybe most importantly, the Programme understands that starting a job can present unique challenges for care leavers who may be handling self-sufficiency without the backup of familial aid. Concerns like commuting fees, proper ID, and bank accounts—assumed basic by many—can become major obstacles.

The elegance of the Programme lies in its thorough planning—from explaining payslip deductions to offering travel loans until that essential first salary payment. Even ostensibly trivial elements like coffee breaks and office etiquette are thoughtfully covered.

For James, whose career trajectory has “revolutionized” his life, the Programme delivered more than work. It offered him a sense of belonging—that ineffable quality that grows when someone senses worth not despite their history but because their particular journey enhances the organization.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his expression revealing the subtle satisfaction of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It functions as a bold declaration that institutions can change to include those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the special insights that care leavers provide.

As James walks the corridors, his participation silently testifies that with the right help, care leavers can thrive in environments once thought inaccessible. The support that the NHS has provided through this Programme signifies not charity but recognition of hidden abilities and the essential fact that each individual warrants a family that supports their growth.