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 oxford shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “how are you.”

James wears his NHS lanyard not merely as institutional identification but as a declaration of acceptance. It hangs against a well-maintained uniform that offers no clue of the difficult path that brought him here.

What distinguishes James from many of his colleagues is not visible on the surface. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative 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 controlled but carrying undertones of feeling. His observation encapsulates the essence of a programme that seeks to revolutionize how the enormous healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The figures paint a stark picture. Care leavers commonly experience higher rates of mental health issues, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their age-mates. Behind these cold statistics are personal narratives of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in providing the nurturing environment that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, represents a substantial transformation in systemic approach. At its core, it acknowledges that the complete state and civil society should function as a “communal support system” for those who haven’t known the stability of a conventional home.

Ten pathfinder integrated care boards across England have blazed the trail, creating systems that reimagine how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is detailed in its strategy, initiating with detailed evaluations of existing procedures, creating governance structures, and garnering senior buy-in. It understands that successful integration requires more than noble aims—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 provide help and direction on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—formal and potentially intimidating—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than numerous requirements. Applications have been reconsidered to consider the unique challenges care leavers might face—from lacking professional references to having limited internet access.

Perhaps most significantly, the Programme recognizes that starting a job can present unique challenges for care leavers who may be navigating autonomy without the safety net of parental assistance. Concerns like transportation costs, personal documentation, and financial services—taken for granted by many—can become significant barriers.

The brilliance of the Programme lies in its attention to detail—from clarifying salary details to helping with commuting costs until that crucial first salary payment. Even seemingly minor aspects like rest periods and workplace conduct are carefully explained.

For James, whose professional path has “revolutionized” his life, the Programme delivered more than a job. It provided him a perception of inclusion—that ineffable quality that emerges when someone is appreciated not despite their history but because their distinct perspective enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the subtle satisfaction of someone who has found his place. “It’s about a community of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme represents more than an employment initiative. It functions as a strong assertion that institutions can change to include those who have experienced life differently. In doing so, they not only transform individual lives but enhance their operations through the unique perspectives that care leavers bring to the table.

As James moves through the hospital, his presence quietly demonstrates that with the right help, care leavers can thrive in environments once deemed unattainable. The support that the NHS has offered through this Programme represents not charity but appreciation of hidden abilities and the profound truth that all people merit a community that believes in them.