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 whisper against the floor as he greets colleagues—some by name, others with the universal currency of a “how are you.”

James wears his NHS lanyard not merely as a security requirement but as a testament of belonging. It sits against a neatly presented outfit that offers no clue of the tumultuous journey that brought him here.

What separates James from many of his colleagues is not obvious to the casual observer. His presence reveals nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort created purposefully for young people who have spent time in care.

“It felt like the NHS was putting its arm around me,” James says, his voice measured but carrying undertones of feeling. His observation summarizes the essence of a programme that seeks to reinvent how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures reveal a challenging reality. Care leavers commonly experience greater psychological challenges, money troubles, accommodation difficulties, and diminished educational achievements compared to their age-mates. Behind these clinical numbers are personal narratives of young people who have traversed a system that, despite best intentions, regularly misses the mark in providing the supportive foundation that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a substantial transformation in organizational perspective. At its heart, it recognizes that the complete state and civil society should function as a “communal support system” for those who have missed out on the stability of a typical domestic environment.

Ten pathfinder integrated care boards across England have charted the course, establishing systems that reconceptualize how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its strategy, initiating with detailed evaluations of existing practices, creating management frameworks, and obtaining senior buy-in. It understands that effective inclusion requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve established a consistent support system with representatives who can offer help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now highlight character attributes rather than numerous requirements. Application procedures have been reconsidered to consider the unique challenges care leavers might experience—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme recognizes that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the support of parental assistance. Matters like travel expenses, personal documentation, and banking arrangements—taken for granted by many—can become significant barriers.

The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that essential first salary payment. Even apparently small matters like break times and office etiquette are thoughtfully covered.

For James, whose career trajectory has “revolutionized” his life, the Programme provided more than work. It gave him a perception of inclusion—that elusive quality that emerges when someone feels valued not despite their past but because their unique life experiences enriches the organization.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the modest fulfillment of someone who has secured his position. “It’s about a family of different jobs and roles, a group of people who genuinely care.”

The NHS Universal Family Programme represents more than an employment initiative. It exists as a strong assertion that institutions can change to welcome those who have experienced life differently. In doing so, they not only change personal trajectories but enrich themselves through the special insights that care leavers contribute.

As James navigates his workplace, his participation quietly demonstrates that with the right assistance, care leavers can flourish in environments once considered beyond reach. The support that the NHS has offered through this Programme symbolizes not charity but appreciation of untapped potential and the fundamental reality that each individual warrants a support system that believes in them.