NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a “how are you.”

James wears his NHS lanyard not merely as a security requirement but as a declaration of inclusion. It rests against a neatly presented outfit that gives no indication of the difficult path that preceded his arrival.

What separates James from many of his colleagues is not immediately apparent. His bearing reveals nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative created purposefully for young people who have spent time in care.

“I found genuine support within the NHS structure,” James reflects, his voice measured but revealing subtle passion. His remark captures the core of a programme that aims to transform how the enormous healthcare system views care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The statistics tell a troubling story. Care leavers commonly experience greater psychological challenges, money troubles, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Beneath these impersonal figures are human stories of young people who have navigated a system that, despite best intentions, regularly misses the mark in offering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s commitment to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. Fundamentally, it accepts that the entire state and civil society should function as a “universal family” for those who have missed out on the stability of a conventional home.

Ten pathfinder integrated care boards across England have led the way, creating 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, initiating with thorough assessments of existing practices, establishing governance structures, and garnering leadership support. It understands that effective inclusion requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve developed a regular internal communication network with representatives who can provide help and direction on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—structured and possibly overwhelming—has been intentionally adjusted. Job advertisements now highlight character attributes rather than extensive qualifications. Application procedures have been redesigned to accommodate the specific obstacles care leavers might face—from missing employment history to struggling with internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of family resources. Concerns like transportation costs, personal documentation, and bank accounts—taken for granted by many—can become major obstacles.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to helping with commuting costs until that critical first payday. Even apparently small matters like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose career trajectory has “transformed” his life, the Programme provided more than employment. It provided him a feeling of connection—that ineffable quality that develops when someone feels valued not despite their past but because their distinct perspective enhances the organization.

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

The NHS Universal Family Programme exemplifies more than an work program. It stands as a powerful statement that systems can adapt to include those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the distinct viewpoints that care leavers bring to the table.

As James moves through the hospital, his presence quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The support that the NHS has offered through this Programme represents not charity but recognition of overlooked talent and the profound truth that each individual warrants a family that supports their growth.