NHS: Belonging in White Corridors

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear move with deliberate precision as he greets colleagues—some by name, others with the universal currency of a “good morning.”

James displays his credentials not merely as a security requirement but as a testament of inclusion. It hangs against a well-maintained uniform that gives no indication of the tumultuous journey that led him to this place.

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 participants 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 tinged with emotion. His observation encapsulates the essence of a programme that seeks to revolutionize how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers frequently encounter higher rates of mental health issues, money troubles, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Behind these impersonal figures are human stories of young people who have traversed a system that, despite best intentions, frequently fails in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a significant change in institutional thinking. At its heart, it acknowledges that the whole state and civil society should function as a “universal family” for those who haven’t known the constancy of a typical domestic environment.

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

The Programme is detailed in its methodology, beginning with thorough assessments of existing practices, establishing oversight mechanisms, and obtaining executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve established a consistent support system with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—structured and potentially intimidating—has been carefully modified. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Applications have been redesigned to consider the specific obstacles care leavers might experience—from missing employment history to having limited internet access.

Possibly most crucially, the Programme understands that beginning employment can create specific difficulties for care leavers who may be managing independent living without the backup of familial aid. Matters like commuting fees, identification documents, and banking arrangements—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from clarifying salary details to providing transportation assistance until that crucial first payday. Even apparently small matters like rest periods and workplace conduct are thoughtfully covered.

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

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

The NHS Universal Family Programme represents more than an job scheme. It functions as a strong assertion that organizations can change to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but enhance their operations through the unique perspectives that care leavers provide.

As James moves through the hospital, his presence quietly demonstrates that with the right support, care leavers can thrive in environments once considered beyond reach. The arm that the NHS has offered through this Programme represents not charity but acknowledgment of hidden abilities and the fundamental reality that all people merit a community that champions their success.