NHS: Belonging in White Corridors

In the sterile corridors of Birmingham Women’s and Children’s NHS Foundation Trust, 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 universal currency of a “good morning.”

James carries his identification not merely as institutional identification but as a symbol of acceptance. It sits against a well-maintained uniform that offers no clue of the difficult path that led him to this place.

What sets apart James from many of his colleagues is not visible on the surface. His bearing 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.

“It felt like the NHS was putting its arm around me,” James says, his voice measured but carrying undertones of feeling. His remark summarizes the core of a programme that strives to revolutionize how the vast healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The numbers tell a troubling story. Care leavers frequently encounter poorer mental health outcomes, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their peers. Underlying these impersonal figures are human stories of young people who have maneuvered through a system that, despite good efforts, regularly misses the mark in providing the stable base that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a substantial transformation in systemic approach. At its heart, it recognizes that the complete state and civil society should function as a “collective parent” for those who have missed out on the security of a traditional family setting.

Ten pathfinder integrated care boards across England have led the way, developing structures that reconceptualize how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its strategy, starting from thorough assessments of existing practices, creating oversight mechanisms, and garnering senior buy-in. It understands that meaningful participation requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve established a consistent support system with representatives who can deliver assistance and counsel on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—structured and possibly overwhelming—has been carefully modified. Job advertisements now focus on character attributes rather than extensive qualifications. Applications have been reimagined to consider the unique challenges care leavers might experience—from not having work-related contacts to facing barriers to internet access.

Possibly most crucially, the Programme recognizes that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the support of family resources. Concerns like transportation costs, identification documents, and banking arrangements—taken for granted by many—can become major obstacles.

The beauty of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that essential first salary payment. Even seemingly minor aspects like break times and office etiquette are thoughtfully covered.

For James, whose professional path has “changed” his life, the Programme provided more than employment. It offered him a perception of inclusion—that intangible quality that develops when someone is appreciated not despite their past but because their particular journey improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his gaze showing the modest fulfillment of someone who has found his place. “It’s about a family of different jobs and roles, a team of people who genuinely care.”

The NHS Universal Family Programme exemplifies more than an work program. It exists as a strong assertion that organizations can evolve to embrace those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the unique perspectives that care leavers bring to the table.

As James navigates his workplace, his presence subtly proves that with the right support, care leavers can flourish in environments once considered beyond reach. The support that the NHS has provided through this Programme symbolizes not charity but appreciation of overlooked talent and the profound truth that everyone deserves a community that believes in them.