NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His oxford shoes whisper against the floor as he acknowledges colleagues—some by name, others with the familiar currency of a “how are you.”

James displays his credentials not merely as institutional identification but as a declaration of inclusion. It hangs against a well-maintained uniform that gives no indication of the tumultuous journey 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 recruits 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 says, his voice controlled but revealing subtle passion. His remark captures the heart of a programme that strives to transform how the vast healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The statistics tell a troubling story. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, accommodation difficulties, and lower academic success compared to their age-mates. Beneath these cold statistics are individual journeys of young people who have navigated a system that, despite best intentions, frequently fails in delivering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a profound shift in institutional thinking. At its core, it accepts that the entire state and civil society should function as a “universal family” for those who haven’t experienced the constancy of a conventional home.

A select group of healthcare regions across England have charted the course, establishing structures that reconceptualize how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is thorough in its strategy, starting from comprehensive audits of existing practices, establishing oversight mechanisms, and garnering senior buy-in. It recognizes that successful integration requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve established a regular internal communication network with representatives who can provide support, advice, and guidance on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—rigid and possibly overwhelming—has been carefully modified. Job advertisements now emphasize attitudinal traits rather than extensive qualifications. Application procedures have been reconsidered to consider the unique challenges care leavers might experience—from lacking professional references to facing barriers to internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be handling self-sufficiency without the backup of parental assistance. Issues like commuting fees, identification documents, and banking arrangements—taken for granted by many—can become substantial hurdles.

The elegance of the Programme lies in its meticulous consideration—from clarifying salary details to offering travel loans until that critical first salary payment. Even apparently small matters like coffee breaks and professional behavior are deliberately addressed.

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

“Working for the NHS isn’t just about doctors and nurses,” James comments, his gaze showing the modest fulfillment of someone who has found his place. “It’s about a collective of different jobs and roles, a team of people who really connect.”

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a powerful statement that institutions can evolve to welcome those who have known different challenges. In doing so, they not only alter individual futures but enrich themselves through the special insights that care leavers bring to the table.

As James navigates his workplace, his presence silently testifies that with the right assistance, care leavers can thrive in environments once thought inaccessible. The embrace that the NHS has provided through this Programme represents not charity but recognition of overlooked talent and the essential fact that everyone deserves a support system that champions their success.