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 move with deliberate precision as he acknowledges colleagues—some by name, others with the comfortable currency of a “how are you.”

James displays his credentials not merely as an employee badge but as a symbol of acceptance. It sits against a neatly presented outfit that offers no clue of the difficult path that led him to this place.

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

“The Programme embraced me when I needed it most,” James explains, his voice measured but carrying undertones of feeling. His statement encapsulates the heart of a programme that seeks to transform how the massive healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The statistics paint a stark picture. Care leavers frequently encounter greater psychological challenges, economic uncertainty, shelter insecurities, and reduced scholarly attainment compared to their contemporaries. Underlying these cold statistics are personal narratives of young people who have traversed a system that, despite good efforts, often falls short in delivering the stable base that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s commitment to the Care Leaver Covenant, signifies a profound shift in institutional thinking. At its heart, it acknowledges that the entire state and civil society should function as a “collective parent” for those who haven’t known the security of a conventional home.

Ten pioneering healthcare collectives across England have led the way, establishing frameworks that reimagine how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is detailed in its approach, initiating with detailed evaluations of existing procedures, forming management frameworks, and garnering leadership support. It understands that meaningful participation requires more than good intentions—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 assistance and counsel on mental health, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Applications have been redesigned to accommodate the particular difficulties care leavers might experience—from missing employment history to facing barriers to internet access.

Possibly most crucially, the Programme acknowledges that beginning employment can present unique challenges for care leavers who may be navigating autonomy without the support of familial aid. Concerns like travel expenses, proper ID, and financial services—taken for granted by many—can become significant barriers.

The elegance of the Programme lies in its thorough planning—from explaining payslip deductions to helping with commuting costs until that critical first wage disbursement. Even apparently small matters like break times and professional behavior are deliberately addressed.

For James, whose professional path has “transformed” his life, the Programme offered more than work. It offered him a perception of inclusion—that ineffable quality that develops when someone senses worth not despite their background but because their unique life experiences improves the organization.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his gaze showing the modest fulfillment of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a group of people who really connect.”

The NHS Universal Family Programme exemplifies more than an job scheme. It functions as a powerful statement that organizations can evolve to embrace those who have experienced life differently. In doing so, they not only alter individual futures but enhance their operations through the unique perspectives that care leavers provide.

As James navigates his workplace, his participation quietly demonstrates that with the right assistance, care leavers can flourish in environments once deemed unattainable. The arm that the NHS has offered through this Programme represents not charity but acknowledgment of untapped potential and the profound truth that each individual warrants a support system that supports their growth.