NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His oxford shoes barely make a sound as he greets colleagues—some by name, others with the comfortable currency of a “how are you.”

James wears his NHS lanyard not merely as an employee badge but as a declaration of belonging. It rests against a pressed shirt that offers no clue of the challenging road that brought him here.

What distinguishes James from many of his colleagues is not obvious to the casual observer. His bearing reveals nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort crafted intentionally for young people who have spent time in care.

“I found genuine support within the NHS structure,” James says, his voice measured but revealing subtle passion. His observation encapsulates the essence of a programme that strives to revolutionize how the massive healthcare system views care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The numbers tell a troubling story. Care leavers commonly experience greater psychological challenges, financial instability, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Behind these impersonal figures are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, often falls short in offering the nurturing environment that forms most young lives.

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

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

The Programme is meticulous in its strategy, starting from comprehensive audits of existing procedures, creating management frameworks, and obtaining senior buy-in. It acknowledges that meaningful participation requires more than good intentions—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 offer support, advice, and guidance on personal welfare, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—rigid and possibly overwhelming—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Applications have been redesigned to accommodate the unique challenges care leavers might face—from not having work-related contacts to facing barriers to internet access.

Possibly most crucially, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be navigating autonomy without the safety net of familial aid. Issues like commuting fees, identification documents, and financial services—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that critical first wage disbursement. Even apparently small matters like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose career trajectory has “transformed” his life, the Programme delivered more than work. It gave him a perception of inclusion—that intangible quality that emerges when someone is appreciated not despite their background but because their distinct perspective improves the institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the modest fulfillment of someone who has discovered belonging. “It’s about a community of different jobs and roles, a team of people who really connect.”

The NHS Universal Family Programme embodies more than an job scheme. It functions as a powerful statement that institutions can change to include those who have known different challenges. In doing so, they not only alter individual futures but improve their services through the unique perspectives that care leavers provide.

As James walks the corridors, his presence subtly proves that with the right help, care leavers can succeed in environments once deemed unattainable. The arm that the NHS has extended through this Programme signifies not charity but recognition of untapped potential and the essential fact that each individual warrants a support system that supports their growth.