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 carries himself with the measured poise of someone who has found his place. His oxford shoes barely make a sound as he greets colleagues—some by name, others with the universal currency of a “how are you.”

James wears his NHS lanyard not merely as an employee badge but as a declaration of acceptance. It rests against a neatly presented outfit that offers no clue of the difficult path that led him to this place.

What distinguishes James from many of his colleagues is not visible on the surface. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have experienced life in local authority care.

“It felt like the NHS was putting its arm around me,” James reflects, his voice controlled but tinged with emotion. His observation summarizes the essence of a programme that seeks to revolutionize how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The statistics paint a stark picture. Care leavers often face poorer mental health outcomes, financial instability, housing precarity, and lower academic success compared to their contemporaries. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite best intentions, frequently fails in delivering 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, embodies a substantial transformation in institutional thinking. At its core, it accepts that the whole state and civil society should function as a “universal family” for those who haven’t experienced the stability of a typical domestic environment.

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

The Programme is thorough in its approach, starting from thorough assessments of existing practices, forming management frameworks, and obtaining senior buy-in. It understands that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve created a reliable information exchange with representatives who can provide help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—structured and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than long lists of credentials. Application procedures have been reimagined to address the particular difficulties care leavers might experience—from lacking professional references to facing barriers to internet access.

Maybe most importantly, the Programme acknowledges that beginning employment can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of family resources. Concerns like transportation costs, proper ID, and bank accounts—taken for granted by many—can become major obstacles.

The beauty of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that crucial first wage disbursement. Even seemingly minor aspects like coffee breaks and office etiquette are deliberately addressed.

For James, whose NHS journey has “transformed” his life, the Programme delivered more than work. It provided him a feeling of connection—that elusive quality that grows when someone feels valued not despite their history but because their particular journey improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his gaze showing the modest fulfillment of someone who has secured his position. “It’s about a community of different jobs and roles, a team of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an job scheme. It functions as a strong assertion that organizations can evolve to welcome those who have navigated different paths. In doing so, they not only change personal trajectories but enrich themselves through the unique perspectives that care leavers bring to the table.

As James moves through the hospital, his involvement silently testifies that with the right support, care leavers can flourish in environments once thought inaccessible. The arm that the NHS has provided through this Programme symbolizes not charity but recognition of untapped potential and the essential fact that everyone deserves a support system that champions their success.