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 navigates his daily responsibilities with subtle confidence. His oxford shoes whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “hello there.”
James wears his NHS lanyard not merely as a security requirement but as a declaration of acceptance. It hangs against a neatly presented outfit that offers no clue of the difficult path that preceded his arrival.
What separates James from many of his colleagues is not obvious to the casual observer. His presence gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have been through the care system.
“The Programme embraced me when I needed it most,” James reflects, his voice measured but carrying undertones of feeling. His observation summarizes the heart of a programme that seeks to revolutionize how the enormous healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.
The figures tell a troubling story. Care leavers often face higher rates of mental health issues, money troubles, housing precarity, and lower academic success compared to their peers. Beneath these cold statistics are human stories of young people who have traversed a system that, despite best intentions, 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 profound shift in institutional thinking. At its core, it accepts that the whole state and civil society should function as a “universal family” for those who haven’t experienced the security of a conventional home.
A select group of healthcare regions across England have blazed the trail, creating systems that reconceptualize how the NHS—one of Europe’s largest employers—can open its doors to care leavers.
The Programme is detailed in its methodology, starting from thorough assessments of existing procedures, creating management frameworks, and garnering senior buy-in. It understands that meaningful participation requires more than noble aims—it demands tangible actions.
In NHS Birmingham and Solihull ICB, where James found his footing, they’ve created a regular internal communication network with representatives who can provide support, advice, and guidance on personal welfare, HR matters, recruitment, and EDI initiatives.
The conventional NHS recruitment process—rigid and possibly overwhelming—has been thoughtfully adapted. Job advertisements now focus on attitudinal traits rather than extensive qualifications. Application processes have been redesigned to accommodate the unique challenges care leavers might face—from not having work-related contacts to having limited internet access.
Possibly most crucially, the Programme understands that entering the workforce can present unique challenges for care leavers who may be managing independent living without the safety net of family resources. Issues like commuting fees, identification documents, and financial services—considered standard by many—can become substantial hurdles.
The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to offering travel loans until that essential first payday. Even ostensibly trivial elements like break times and office etiquette are deliberately addressed.
For James, whose career trajectory has “revolutionized” his life, the Programme offered more than work. It offered him a feeling of connection—that elusive quality that grows when someone senses worth not despite their past but because their unique life experiences enriches the organization.
“Working for the NHS isn’t just about doctors and nurses,” James notes, 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 truly matter.”
The NHS Universal Family Programme embodies more than an employment initiative. It stands as a bold declaration that organizations can change to embrace those who have experienced life differently. In doing so, they not only alter individual futures but enhance their operations through the distinct viewpoints that care leavers bring to the table.
As James moves through the hospital, his presence subtly proves that with the right support, care leavers can thrive in environments once thought inaccessible. The embrace that the NHS has offered through this Programme symbolizes not charity but recognition of overlooked talent and the fundamental reality that all people merit a support system that champions their success.
