NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His oxford shoes barely make a sound as he greets colleagues—some by name, others with the familiar currency of a “good morning.”

James wears his NHS lanyard not merely as institutional identification but as a declaration of acceptance. It sits against a well-maintained uniform that offers no clue of the challenging road that preceded his arrival.

What distinguishes 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 steady but revealing subtle passion. His observation captures the core of a programme that seeks to revolutionize how the enormous healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The figures paint a stark picture. Care leavers often face higher rates of mental health issues, economic uncertainty, shelter insecurities, and lower academic success compared to their peers. Beneath these cold statistics are human stories of young people who have traversed a system that, despite good efforts, often falls short in offering the nurturing environment that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, represents a significant change in organizational perspective. At its core, it accepts that the complete state and civil society should function as a “universal family” for those who haven’t known the security of a traditional family setting.

Ten pioneering healthcare collectives across England have charted the course, developing frameworks that reconceptualize how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is meticulous in its strategy, beginning with comprehensive audits of existing practices, forming governance structures, and obtaining executive backing. It acknowledges that effective inclusion requires more than noble aims—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 help and direction on personal welfare, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—formal and possibly overwhelming—has been intentionally adjusted. Job advertisements now highlight character attributes rather than extensive qualifications. Application processes have been redesigned to address the particular difficulties care leavers might face—from lacking professional references to having limited internet access.

Possibly most crucially, the Programme understands that beginning employment can pose particular problems for care leavers who may be handling self-sufficiency without the backup of family resources. Concerns like travel expenses, identification documents, and financial services—taken for granted by many—can become substantial hurdles.

The brilliance of the Programme lies in its thorough planning—from explaining payslip deductions to helping with commuting costs until that essential first wage disbursement. Even seemingly minor aspects like break times and office etiquette are carefully explained.

For James, whose professional path has “revolutionized” his life, the Programme provided more than a job. It provided him a sense of belonging—that intangible quality that emerges when someone is appreciated not despite their background but because their distinct perspective enriches the institution.

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

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a strong assertion that systems can evolve to welcome those who have navigated different paths. In doing so, they not only transform individual lives but improve their services through the distinct viewpoints that care leavers contribute.

As James walks the corridors, his participation quietly demonstrates that with the right support, care leavers can flourish in environments once thought inaccessible. The arm that the NHS has offered through this Programme signifies not charity but acknowledgment of hidden abilities and the fundamental reality that each individual warrants a support system that champions their success.