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 oxford shoes move with deliberate precision as he greets 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 hangs against a well-maintained uniform that betrays nothing of the difficult path that preceded his arrival.

What sets apart James from many of his colleagues is not visible on the surface. His demeanor reveals nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking designed specifically for young people who have experienced life in local authority care.

“I found genuine support within the NHS structure,” James reflects, his voice steady but carrying undertones of feeling. His remark encapsulates the heart of a programme that strives to transform how the massive healthcare system views care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers tell a troubling story. Care leavers frequently encounter greater psychological challenges, economic uncertainty, shelter insecurities, and diminished educational achievements compared to their peers. Underlying these clinical numbers are personal narratives of young people who have traversed a system that, despite genuine attempts, often falls short in offering the nurturing environment that forms most young lives.

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

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

The Programme is meticulous in its methodology, starting from thorough assessments of existing policies, creating management frameworks, and garnering executive backing. It recognizes that meaningful participation requires more than good intentions—it demands practical measures.

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

The conventional NHS recruitment process—formal and potentially intimidating—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Application processes have been reconsidered to address the unique challenges care leavers might experience—from missing employment history to struggling with internet access.

Perhaps most significantly, the Programme acknowledges that beginning employment can present unique challenges for care leavers who may be managing independent living without the safety net of parental assistance. Matters like commuting fees, proper ID, and bank accounts—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its attention to detail—from clarifying salary details to helping with commuting costs until that essential first wage disbursement. Even apparently small matters like break times and professional behavior are deliberately addressed.

For James, whose NHS journey has “revolutionized” his life, the Programme offered more than work. It offered him a sense of belonging—that ineffable quality that emerges when someone senses worth not despite their background but because their distinct perspective improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his gaze showing the subtle satisfaction of someone who has secured his position. “It’s about a family of different jobs and roles, a family of people who genuinely care.”

The NHS Universal Family Programme embodies more than an job scheme. 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 distinct viewpoints that care leavers contribute.

As James navigates his workplace, his participation silently testifies that with the right assistance, care leavers can succeed in environments once considered beyond reach. The support that the NHS has offered through this Programme represents not charity but recognition of overlooked talent and the profound truth that everyone deserves a support system that believes in them.