NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His oxford 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 an employee badge but as a symbol of belonging. It sits against a neatly presented outfit that offers no clue of the tumultuous journey that preceded his arrival.

What distinguishes James from many of his colleagues is not obvious to the casual observer. His demeanor discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort crafted intentionally for young people who have spent time in care.

« It felt like the NHS was putting its arm around me, » James explains, his voice steady but tinged with emotion. His remark summarizes the core of a programme that seeks to reinvent how the massive healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures tell a troubling story. Care leavers often face greater psychological challenges, financial instability, housing precarity, and reduced scholarly attainment compared to their age-mates. Behind these clinical numbers are personal narratives of young people who have traversed a system that, despite genuine attempts, often falls short in delivering the stable base that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. Fundamentally, it accepts that the entire state and civil society should function as a « communal support system » for those who haven’t known the security of a typical domestic environment.

Ten pioneering healthcare collectives across England have blazed the trail, developing systems that reconceptualize how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its strategy, initiating with comprehensive audits of existing procedures, forming management frameworks, and obtaining leadership support. It understands that successful integration requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve developed a consistent support system with representatives who can provide assistance and counsel on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—rigid and potentially intimidating—has been thoughtfully adapted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Application procedures have been reimagined to address the specific obstacles care leavers might face—from not having work-related contacts 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 handling self-sufficiency without the support of family resources. Concerns like travel expenses, personal documentation, and bank accounts—considered standard by many—can become substantial hurdles.

The brilliance of the Programme lies in its attention to detail—from outlining compensation information to helping with commuting costs until that critical first salary payment. Even seemingly minor aspects like break times and professional behavior are carefully explained.

For James, whose NHS journey has « revolutionized » his life, the Programme delivered more than employment. It offered him a feeling of connection—that intangible quality that emerges when someone is appreciated not despite their background but because their particular journey enhances the organization.

« Working for the NHS isn’t just about doctors and nurses, » James observes, his expression revealing the modest fulfillment of someone who has discovered belonging. « It’s about a family of different jobs and roles, a team of people who genuinely care. »

The NHS Universal Family Programme embodies more than an work program. It functions as a strong assertion that organizations can evolve to include 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 provide.

As James moves through the hospital, his participation silently testifies that with the right help, care leavers can succeed in environments once thought inaccessible. The arm that the NHS has provided through this Programme signifies not charity but appreciation of untapped potential and the essential fact that each individual warrants a family that believes in them.