NHS: Belonging in White Corridors

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His smart shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “good morning.”

James carries his identification not merely as institutional identification but as a symbol of belonging. It sits against a pressed shirt that offers no clue of the challenging road that preceded his arrival.

What sets apart James from many of his colleagues is not immediately apparent. His bearing gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative designed specifically for young people who have been through the care system.

“The Programme embraced me when I needed it most,” James reflects, his voice controlled but revealing subtle passion. His statement encapsulates the heart of a programme that seeks to revolutionize how the enormous healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers frequently encounter greater psychological challenges, financial instability, accommodation difficulties, and diminished educational achievements compared to their age-mates. Underlying these clinical numbers are human stories of young people who have traversed a system that, despite genuine attempts, frequently fails in offering the stable base that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, signifies a profound shift in institutional thinking. Fundamentally, it acknowledges that the complete 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, developing structures that reimagine how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is thorough in its strategy, starting from detailed evaluations of existing procedures, forming oversight mechanisms, and securing senior buy-in. It recognizes that successful integration requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve developed 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 intentionally adjusted. Job advertisements now highlight character attributes rather than numerous requirements. Application processes have been reconsidered to consider the specific obstacles care leavers might experience—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme recognizes that beginning employment can create specific difficulties for care leavers who may be handling self-sufficiency without the support of family resources. Concerns like transportation costs, identification documents, and financial services—assumed basic by many—can become major obstacles.

The elegance of the Programme lies in its thorough planning—from clarifying salary details to offering travel loans until that critical first salary payment. Even apparently small matters like coffee breaks and office etiquette are deliberately addressed.

For James, whose professional path has “changed” his life, the Programme offered more than work. It offered him a perception of inclusion—that elusive quality that grows when someone feels valued not despite their past but because their unique life experiences enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his gaze showing the quiet pride of someone who has secured his position. “It’s about a collective of different jobs and roles, a group of people who genuinely care.”

The NHS Universal Family Programme embodies more than an work program. It exists as a bold declaration that institutions can evolve to embrace those who have navigated different paths. In doing so, they not only alter individual futures but enhance their operations through the distinct viewpoints that care leavers provide.

As James moves through the hospital, his involvement silently testifies that with the right help, care leavers can flourish in environments once considered beyond reach. The arm that the NHS has offered through this Programme signifies not charity but recognition of hidden abilities and the fundamental reality that each individual warrants a community that champions their success.