NHS: Belonging in White Corridors

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His polished footwear move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “how are you.”

James displays his credentials not merely as institutional identification but as a symbol of belonging. It hangs against a well-maintained uniform that offers no clue of the challenging road that brought him here.

What separates James from many of his colleagues is not visible on the surface. His demeanor gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

“It felt like the NHS was putting its arm around me,” James explains, his voice controlled but revealing subtle passion. His observation captures the heart of a programme that strives to reinvent how the vast healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The figures reveal a challenging reality. Care leavers often face greater psychological challenges, economic uncertainty, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Underlying these impersonal figures are human stories of young people who have navigated a system that, despite good efforts, frequently fails in delivering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, represents a profound shift in systemic approach. At its core, it accepts that the entire state and civil society should function as a “universal family” for those who haven’t experienced the security of a typical domestic environment.

Ten pathfinder integrated care boards across England have led the way, developing systems that reimagine how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, beginning with comprehensive audits of existing procedures, establishing oversight mechanisms, and securing executive backing. It recognizes that meaningful participation requires more than good intentions—it demands concrete steps.

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

The conventional NHS recruitment process—rigid and potentially intimidating—has been carefully modified. Job advertisements now highlight character attributes rather than numerous requirements. Application processes have been redesigned to accommodate the particular difficulties care leavers might experience—from lacking professional references to having limited internet access.

Possibly most crucially, the Programme understands that starting a job can pose particular problems for care leavers who may be managing independent living without the backup of parental assistance. Issues like commuting fees, proper ID, and bank accounts—assumed basic by many—can become substantial hurdles.

The elegance of the Programme lies in its thorough planning—from clarifying salary details to providing transportation assistance until that crucial first payday. Even ostensibly trivial elements like break times and workplace conduct are carefully explained.

For James, whose NHS journey has “changed” his life, the Programme offered more than work. It provided him a feeling of connection—that intangible quality that grows when someone senses worth not despite their background but because their unique life experiences enhances the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his expression revealing the subtle satisfaction 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 exemplifies more than an employment initiative. It stands as a powerful statement that organizations can adapt to include those who have known different challenges. In doing so, they not only transform individual lives but improve their services through the unique perspectives that care leavers provide.

As James moves through the hospital, his involvement quietly demonstrates that with the right assistance, care leavers can flourish in environments once deemed unattainable. The support that the NHS has offered through this Programme symbolizes not charity but appreciation of untapped potential and the fundamental reality that everyone deserves a family that believes in them.