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 whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “hello there.”

James wears his NHS lanyard 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 tumultuous journey that led him to this place.

What separates James from many of his colleagues is not obvious to the casual observer. His demeanor gives away 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 been through the care system.

“It felt like the NHS was putting its arm around me,” James explains, his voice controlled but tinged with emotion. His remark summarizes the core of a programme that strives to revolutionize how the enormous healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures tell a troubling story. Care leavers often face greater psychological challenges, economic uncertainty, accommodation difficulties, and reduced scholarly attainment compared to their age-mates. Behind these cold statistics are personal narratives of young people who have navigated a system that, despite good efforts, frequently fails in providing 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 significant change in systemic approach. At its core, it acknowledges that the complete state and civil society should function as a “collective parent” for those who haven’t experienced the constancy of a traditional family setting.

Ten pathfinder integrated care boards across England have blazed the trail, establishing frameworks that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its methodology, beginning with comprehensive audits of existing practices, establishing governance structures, and garnering senior buy-in. It acknowledges that meaningful participation requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a reliable information exchange with representatives who can provide assistance and counsel on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—formal and possibly overwhelming—has been thoughtfully adapted. Job advertisements now focus on character attributes rather than extensive qualifications. Application procedures have been reconsidered to address the specific obstacles care leavers might experience—from lacking professional references to having limited internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can create specific difficulties for care leavers who may be navigating autonomy without the support of family resources. Issues like transportation costs, proper ID, and financial services—taken for granted by many—can become major obstacles.

The brilliance of the Programme lies in its meticulous consideration—from explaining payslip deductions to offering travel loans until that crucial first wage disbursement. Even seemingly minor aspects like rest periods and office etiquette are thoughtfully covered.

For James, whose career trajectory has “transformed” his life, the Programme delivered more than a job. It offered him a sense of belonging—that ineffable quality that emerges when someone senses worth not despite their past but because their unique life experiences improves the organization.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his expression revealing the subtle satisfaction of someone who has discovered belonging. “It’s about a community of different jobs and roles, a team of people who truly matter.”

The NHS Universal Family Programme embodies more than an employment initiative. It functions as a strong assertion that organizations can change to welcome those who have known different challenges. In doing so, they not only alter individual futures but enrich themselves through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his presence subtly proves that with the right help, care leavers can thrive in environments once deemed unattainable. The embrace that the NHS has provided through this Programme signifies not charity but appreciation of overlooked talent and the fundamental reality that everyone deserves a support system that champions their success.