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 carries himself with the measured poise of someone who has found his place. His polished footwear barely make a sound as he acknowledges colleagues—some by name, others with the comfortable currency of a “hello there.”

James displays his credentials not merely as a security requirement but as a testament of belonging. It sits against a well-maintained uniform that betrays nothing of the challenging road that brought him here.

What distinguishes James from many of his colleagues is not visible on the surface. His bearing gives away nothing of the fact that he was among the first participants 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 explains, his voice measured but revealing subtle passion. His observation summarizes the core of a programme that strives 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 tell a troubling story. Care leavers often face higher rates of mental health issues, financial instability, accommodation difficulties, and diminished educational achievements compared to their peers. Beneath these clinical numbers are human stories of young people who have traversed a system that, despite good efforts, regularly misses the mark in delivering 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, represents a substantial transformation in organizational perspective. At its core, it acknowledges that the complete state and civil society should function as a “collective parent” for those who haven’t known the security of a typical domestic environment.

Ten pathfinder integrated care boards across England have blazed the trail, developing frameworks that rethink how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is thorough in its strategy, beginning with detailed evaluations of existing procedures, creating management frameworks, and garnering executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve created a reliable information exchange with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—structured and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Application procedures have been redesigned to accommodate the particular difficulties care leavers might face—from lacking professional references to facing barriers to internet access.

Possibly most crucially, the Programme understands that beginning employment can create specific difficulties for care leavers who may be handling self-sufficiency without the backup of family resources. Issues like commuting fees, proper ID, and banking arrangements—considered standard by many—can become major obstacles.

The elegance of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that essential first wage disbursement. Even apparently small matters like coffee breaks and office etiquette are deliberately addressed.

For James, whose professional path has “changed” his life, the Programme delivered more than a job. It provided him a perception of inclusion—that intangible quality that grows when someone senses worth not despite their past but because their distinct perspective enriches the organization.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the quiet pride of someone who has found his place. “It’s about a family of different jobs and roles, a group of people who really connect.”

The NHS Universal Family Programme exemplifies more than an job scheme. It stands as a strong assertion that institutions can change to embrace those who have experienced life differently. In doing so, they not only change personal trajectories but improve their services through the unique perspectives that care leavers bring to the table.

As James walks the corridors, his presence silently testifies that with the right support, care leavers can thrive in environments once considered beyond reach. The support that the NHS has extended through this Programme symbolizes not charity but acknowledgment of overlooked talent and the profound truth that all people merit a support system that champions their success.