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 smart shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a “good morning.”
James wears his NHS lanyard not merely as a security requirement but as a declaration of inclusion. 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 bearing reveals nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have experienced life in local authority care.
“It felt like the NHS was putting its arm around me,” James explains, his voice steady but carrying undertones of feeling. His remark summarizes the essence of a programme that aims to revolutionize how the enormous healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.
The figures tell a troubling story. Care leavers often face poorer mental health outcomes, financial instability, shelter insecurities, and lower academic success compared to their age-mates. Behind these impersonal figures are personal narratives of young people who have navigated a system that, despite genuine attempts, often falls short in providing the supportive foundation that shapes most young lives.
The NHS Universal Family Programme, launched in January 2023 following NHS England’s pledge to the Care Leaver Covenant, embodies a profound shift in systemic approach. Fundamentally, it accepts that the whole state and civil society should function as a “communal support system” for those who have missed out on the constancy of a traditional family setting.
A select group of healthcare regions across England have charted the course, developing frameworks that reconceptualize how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.
The Programme is meticulous in its strategy, initiating with comprehensive audits of existing procedures, creating management frameworks, and garnering senior buy-in. It understands that meaningful participation requires more than lofty goals—it demands practical measures.
In NHS Birmingham and Solihull ICB, where James found his footing, they’ve created a consistent support system with representatives who can deliver support, advice, and guidance on mental health, HR matters, recruitment, and EDI initiatives.
The standard NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Application processes have been reconsidered to address the unique challenges care leavers might experience—from not having work-related contacts to struggling with internet access.
Maybe most importantly, the Programme acknowledges that starting a job can pose particular problems for care leavers who may be navigating autonomy without the support of family resources. Matters like transportation costs, identification documents, and bank accounts—assumed basic by many—can become substantial hurdles.
The elegance of the Programme lies in its meticulous consideration—from explaining payslip deductions to helping with commuting costs until that critical first wage disbursement. Even ostensibly trivial elements like break times and workplace conduct are thoughtfully covered.
For James, whose professional path has “changed” his life, the Programme offered more than work. It gave him a perception of inclusion—that ineffable quality that develops when someone feels valued not despite their history but because their unique life experiences improves 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 discovered belonging. “It’s about a collective of different jobs and roles, a group of people who really connect.”
The NHS Universal Family Programme embodies more than an employment initiative. It stands as a bold declaration that institutions can evolve to embrace those who have experienced life differently. In doing so, they not only change personal trajectories but enrich themselves through the distinct viewpoints that care leavers provide.
As James navigates his workplace, his participation subtly proves that with the right support, care leavers can thrive in environments once considered beyond reach. The arm that the NHS has extended through this Programme symbolizes not charity but recognition of overlooked talent and the fundamental reality that each individual warrants a support system that champions their success.
