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 polished footwear barely make a sound as he exchanges pleasantries with 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 symbol of belonging. It rests against a pressed shirt that betrays nothing of the difficult path that brought him here.

What separates James from many of his colleagues is not visible on the surface. His presence gives away 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 experienced life in local authority care.

“I found genuine support within the NHS structure,” James reflects, his voice steady but carrying undertones of feeling. His observation captures the core of a programme that seeks 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 statistics tell a troubling story. Care leavers commonly experience higher rates of mental health issues, money troubles, accommodation difficulties, and lower academic success compared to their age-mates. Beneath these clinical numbers are individual journeys of young people who have navigated a system that, despite best intentions, frequently fails in providing the nurturing environment that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, embodies a profound shift in institutional thinking. Fundamentally, it acknowledges that the entire state and civil society should function as a “collective parent” for those who haven’t experienced the stability of a traditional family setting.

Ten pathfinder integrated care boards across England have blazed the trail, establishing structures that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is thorough in its methodology, initiating with comprehensive audits of existing practices, establishing governance structures, and obtaining senior buy-in. It acknowledges that effective inclusion requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve established a regular internal communication network with representatives who can offer assistance and counsel on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—structured and possibly overwhelming—has been carefully modified. Job advertisements now highlight personal qualities rather than numerous requirements. Application procedures have been redesigned to consider the specific obstacles care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be navigating autonomy without the backup of family resources. Concerns like transportation costs, personal documentation, and banking arrangements—considered standard by many—can become substantial hurdles.

The brilliance of the Programme lies in its attention to detail—from outlining compensation information to offering travel loans until that critical first salary payment. Even ostensibly trivial elements like coffee breaks and workplace conduct are deliberately addressed.

For James, whose NHS journey has “revolutionized” his life, the Programme delivered more than a job. It gave him a perception of inclusion—that elusive quality that grows when someone feels valued not despite their background but because their particular journey improves the organization.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his eyes reflecting the subtle satisfaction of someone who has secured his position. “It’s about a community of different jobs and roles, a group of people who truly matter.”

The NHS Universal Family Programme represents more than an work program. It exists as a powerful statement that organizations can evolve to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but improve their services through the distinct viewpoints that care leavers provide.

As James walks the corridors, his participation subtly proves that with the right assistance, care leavers can succeed in environments once thought inaccessible. The support that the NHS has provided through this Programme symbolizes not charity but recognition of hidden abilities and the profound truth that each individual warrants a family that supports their growth.