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 smart shoes whisper against the floor as he greets colleagues—some by name, others with the universal currency of a « hello there. »

James displays his credentials not merely as a security requirement but as a symbol of belonging. It rests against a pressed shirt that betrays nothing of the challenging road that led him to this place.

What separates James from many of his colleagues is not obvious to the casual observer. His demeanor reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking designed specifically 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 carrying undertones of feeling. His remark summarizes the essence of a programme that aims to transform how the vast healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The figures paint a stark picture. Care leavers often face poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their age-mates. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite best intentions, often falls short in delivering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, represents a substantial transformation in institutional thinking. At its heart, it recognizes that the whole state and civil society should function as a « collective parent » for those who haven’t known the constancy of a typical domestic environment.

Ten pioneering healthcare collectives across England have led the way, creating frameworks that rethink how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its methodology, initiating with detailed evaluations of existing practices, forming governance structures, and garnering senior buy-in. It recognizes that successful integration requires more than good intentions—it demands tangible actions.

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

The traditional NHS recruitment process—structured and possibly overwhelming—has been intentionally adjusted. Job advertisements now emphasize character attributes rather than numerous requirements. Application procedures have been reimagined to accommodate the unique challenges care leavers might encounter—from not having work-related contacts to having limited internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can present unique challenges for care leavers who may be managing independent living without the support of parental assistance. Concerns like commuting fees, proper ID, and bank accounts—taken for granted by many—can become major obstacles.

The elegance of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that essential first wage disbursement. Even seemingly minor aspects like rest periods and professional behavior are deliberately addressed.

For James, whose professional path has « transformed » his life, the Programme delivered more than employment. It provided him a sense of belonging—that elusive quality that grows when someone senses worth not despite their history but because their particular journey improves the workplace.

« Working for the NHS isn’t just about doctors and nurses, » James notes, his eyes reflecting the subtle satisfaction of someone who has discovered belonging. « It’s about a collective of different jobs and roles, a group of people who really connect. »

The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a strong assertion that organizations can evolve to welcome those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the distinct viewpoints that care leavers provide.

As James walks the corridors, his participation subtly proves that with the right support, care leavers can succeed in environments once thought inaccessible. The support that the NHS has offered through this Programme signifies not charity but acknowledgment of hidden abilities and the essential fact that all people merit a family that supports their growth.