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 smart shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the universal currency of a “good morning.”

James displays his credentials not merely as an employee badge but as a symbol of inclusion. It sits against a pressed shirt that gives no indication of the challenging road that preceded his arrival.

What distinguishes 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 recruits of the NHS Universal Family Programme—an undertaking created purposefully 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 tinged with emotion. His observation captures the core of a programme that aims to transform how the vast healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers commonly experience greater psychological challenges, financial instability, shelter insecurities, and lower academic success compared to their age-mates. Beneath these impersonal figures are individual journeys of young people who have traversed a system that, despite best intentions, frequently fails in providing the stable base that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s pledge to the Care Leaver Covenant, embodies a profound shift in systemic approach. Fundamentally, it recognizes that the complete state and civil society should function as a “communal support system” for those who haven’t known the security of a conventional home.

Ten pioneering healthcare collectives across England have charted the course, establishing structures that reconceptualize how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is meticulous in its strategy, beginning with comprehensive audits of existing procedures, forming management frameworks, and securing executive backing. It acknowledges that successful integration requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve developed a consistent support system with representatives who can offer help and direction on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now focus on attitudinal traits rather than numerous requirements. Applications have been redesigned to consider the specific obstacles care leavers might face—from missing employment history to facing barriers to internet access.

Possibly most crucially, the Programme recognizes that beginning employment can create specific difficulties for care leavers who may be managing independent living without the support of parental assistance. Concerns like travel expenses, identification documents, and bank accounts—considered standard by many—can become substantial hurdles.

The brilliance of the Programme lies in its thorough planning—from outlining compensation information to offering travel loans until that essential first wage disbursement. Even seemingly minor aspects like break times and office etiquette are carefully explained.

For James, whose career trajectory has “transformed” his life, the Programme offered more than work. It provided him a feeling of connection—that intangible quality that emerges when someone is appreciated not despite their background but because their unique life experiences enriches the institution.

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

The NHS Universal Family Programme embodies more than an work program. It exists as a strong assertion that organizations 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 bring to the table.

As James moves through the hospital, his presence quietly demonstrates that with the right assistance, care leavers can succeed in environments once deemed unattainable. The embrace that the NHS has extended through this Programme represents not charity but appreciation of untapped potential and the profound truth that all people merit a family that supports their growth.