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 acknowledges colleagues—some by name, others with the comfortable currency of a “good morning.”

James wears his NHS lanyard not merely as an employee badge but as a testament of acceptance. It sits against a pressed shirt that gives no indication of the challenging road that brought him here.

What distinguishes James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have experienced life in local authority care.

“It felt like the NHS was putting its arm around me,” James reflects, his voice steady but revealing subtle passion. His remark summarizes the heart of a programme that seeks to revolutionize how the vast healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The numbers reveal a challenging reality. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, accommodation difficulties, and lower academic success compared to their age-mates. Beneath these cold statistics are human stories of young people who have navigated a system that, despite genuine attempts, frequently fails in offering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, signifies a significant change in institutional thinking. Fundamentally, it accepts that the whole state and civil society should function as a “collective parent” for those who have missed out on the constancy of a typical domestic environment.

Ten pioneering healthcare collectives across England have led the way, developing systems that rethink how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, beginning with thorough assessments of existing policies, establishing management frameworks, and obtaining executive backing. It recognizes that successful integration requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a reliable information exchange with representatives who can deliver assistance and counsel on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—structured and often daunting—has been carefully modified. Job advertisements now highlight attitudinal traits rather than numerous requirements. Application procedures have been reimagined to consider the specific obstacles care leavers might experience—from lacking professional references to facing barriers to internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can create specific difficulties for care leavers who may be navigating autonomy without the backup of familial aid. Concerns like travel expenses, proper ID, and banking arrangements—considered standard by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to helping with commuting costs until that essential first wage disbursement. Even seemingly minor aspects like coffee breaks and office etiquette are deliberately addressed.

For James, whose NHS journey has “transformed” his life, the Programme delivered more than work. It offered him a feeling of connection—that intangible quality that grows when someone feels valued not despite their history but because their unique life experiences enhances the workplace.

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

The NHS Universal Family Programme embodies more than an job scheme. It exists as a strong assertion that organizations can evolve to embrace those who have navigated different paths. In doing so, they not only alter individual futures but enrich themselves through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his presence quietly demonstrates that with the right help, care leavers can succeed in environments once considered beyond reach. The support that the NHS has offered through this Programme symbolizes not charity but acknowledgment of hidden abilities and the fundamental reality that all people merit a family that supports their growth.