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 polished footwear barely make a sound as he greets colleagues—some by name, others with the universal currency of a “hello there.”
James displays his credentials not merely as institutional identification but as a testament of acceptance. It sits against a neatly presented outfit that betrays nothing of the challenging road that led him to this place.
What sets apart James from many of his colleagues is not immediately apparent. His demeanor reveals 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.
“I found genuine support within the NHS structure,” James reflects, his voice controlled but tinged with emotion. His observation captures the essence of a programme that seeks to revolutionize how the massive healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.
The figures paint a stark picture. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, accommodation difficulties, and diminished educational achievements compared to their age-mates. Underlying these cold statistics are individual journeys of young people who have traversed a system that, despite best intentions, frequently fails in offering the supportive foundation that forms most young lives.
The NHS Universal Family Programme, established in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a substantial transformation in organizational perspective. Fundamentally, it accepts that the complete state and civil society should function as a “communal support system” for those who haven’t known the constancy of a conventional home.
A select group of healthcare regions across England have led the way, creating systems that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.
The Programme is detailed in its strategy, starting from detailed evaluations of existing procedures, establishing oversight mechanisms, and obtaining executive backing. It recognizes that successful integration requires more than lofty goals—it demands tangible actions.
In NHS Birmingham and Solihull ICB, where James found his footing, they’ve created a consistent support system with representatives who can offer help and direction on personal welfare, HR matters, recruitment, and EDI initiatives.
The conventional NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Application processes have been reimagined to accommodate the unique challenges care leavers might experience—from lacking professional references to facing barriers to internet access.
Maybe most importantly, the Programme recognizes that starting a job can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Issues like travel expenses, proper ID, and banking arrangements—considered standard by many—can become substantial hurdles.
The beauty of the Programme lies in its meticulous consideration—from explaining payslip deductions to helping with commuting costs until that essential first salary payment. Even apparently small matters like coffee breaks and office etiquette are thoughtfully covered.
For James, whose NHS journey has “revolutionized” his life, the Programme offered more than a job. It offered him a feeling of connection—that ineffable quality that grows when someone feels valued not despite their background but because their unique life experiences enriches the organization.
“Working for the NHS isn’t just about doctors and nurses,” James comments, his eyes reflecting the quiet pride of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a team of people who really connect.”
The NHS Universal Family Programme exemplifies more than an work program. It stands as a bold declaration that organizations can evolve to include those who have experienced life differently. In doing so, they not only alter individual futures but enrich themselves through the unique perspectives that care leavers provide.
As James walks the corridors, his participation quietly demonstrates that with the right support, care leavers can flourish in environments once considered beyond reach. The arm that the NHS has offered through this Programme represents not charity but recognition of untapped potential and the fundamental reality that everyone deserves a support system that believes in them.
