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 comfortable currency of a “good morning.”

James displays his credentials not merely as a security requirement but as a symbol of inclusion. It rests against a well-maintained uniform that offers no clue of the tumultuous journey that led him to this place.

What distinguishes James from many of his colleagues is not visible on the surface. His demeanor reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative created purposefully for young people who have experienced life in local authority care.

“I found genuine support within the NHS structure,” James says, his voice steady but tinged with emotion. His observation captures the heart of a programme that strives to transform how the enormous healthcare system views care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.

The statistics reveal a challenging reality. Care leavers often face higher rates of mental health issues, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Underlying these impersonal figures are human stories of young people who have traversed a system that, despite best intentions, regularly misses the mark in offering the stable base that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a significant change in organizational perspective. At its core, it accepts that the complete state and civil society should function as a “collective parent” for those who have missed out on the constancy of a conventional home.

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

The Programme is detailed in its strategy, starting from thorough assessments of existing policies, creating management frameworks, and securing senior buy-in. It recognizes that successful integration requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve established a regular internal communication network with representatives who can offer assistance and counsel on personal welfare, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now focus on character attributes rather than long lists of credentials. Application processes have been reimagined to consider the particular difficulties care leavers might encounter—from missing employment history to struggling with internet access.

Perhaps most significantly, the Programme recognizes that entering the workforce can create specific difficulties for care leavers who may be managing independent living without the safety net of parental assistance. Concerns like travel expenses, identification documents, and bank accounts—taken for granted by many—can become significant barriers.

The beauty of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that critical first wage disbursement. Even seemingly minor aspects like rest periods and workplace conduct are deliberately addressed.

For James, whose professional path has “changed” his life, the Programme provided more than a job. It gave him a feeling of connection—that elusive quality that emerges when someone senses worth not despite their background but because their distinct perspective enhances the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his gaze showing the subtle satisfaction of someone who has secured his position. “It’s about a community of different jobs and roles, a group of people who really connect.”

The NHS Universal Family Programme represents more than an work program. It exists as a bold declaration that institutions can change to welcome those who have known different challenges. In doing so, they not only transform individual lives but enhance their operations through the special insights that care leavers bring to the table.

As James moves through the hospital, his presence quietly demonstrates 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 signifies not charity but acknowledgment of untapped potential and the profound truth that everyone deserves a community that supports their growth.