NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a “hello there.”

James displays his credentials not merely as institutional identification but as a symbol of belonging. It rests against a neatly presented outfit that betrays nothing of the difficult path that preceded his arrival.

What distinguishes James from many of his colleagues is not visible on the surface. His bearing discloses 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 been through the care system.

“It felt like the NHS was putting its arm around me,” James reflects, his voice controlled but carrying undertones of feeling. His statement encapsulates the core of a programme that seeks to transform how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The statistics paint a stark picture. Care leavers commonly experience poorer mental health outcomes, money troubles, accommodation difficulties, and lower academic success compared to their contemporaries. Beneath these clinical numbers are personal narratives of young people who have maneuvered through a system that, despite best intentions, frequently fails in providing the nurturing environment that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, represents a significant change in institutional thinking. At its heart, it accepts that the complete state and civil society should function as a “collective parent” for those who have missed out on the stability of a typical domestic environment.

Ten pioneering healthcare collectives across England have led the way, developing frameworks that rethink how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is thorough in its methodology, beginning with thorough assessments of existing practices, establishing oversight mechanisms, and garnering leadership support. It acknowledges that successful integration requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a consistent support system with representatives who can offer assistance and counsel on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—structured and potentially intimidating—has been carefully modified. Job advertisements now highlight attitudinal traits rather than numerous requirements. Application procedures have been reimagined to address the specific obstacles care leavers might experience—from lacking professional references to facing barriers to internet access.

Maybe most importantly, the Programme understands that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the support of familial aid. Concerns like commuting fees, proper ID, and bank accounts—assumed basic by many—can become significant barriers.

The elegance of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that critical first wage disbursement. Even apparently small matters like rest periods and professional behavior are deliberately addressed.

For James, whose professional path has “transformed” his life, the Programme offered more than a job. It gave him a perception of inclusion—that elusive quality that emerges when someone feels valued not despite their background but because their distinct perspective improves the workplace.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the modest fulfillment of someone who has found his place. “It’s about a community of different jobs and roles, a group of people who genuinely care.”

The NHS Universal Family Programme represents more than an work program. It stands as a powerful statement that organizations can adapt to welcome those who have navigated different paths. In doing so, they not only transform individual lives but enrich themselves through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his presence 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 signifies not charity but acknowledgment of untapped potential and the fundamental reality that each individual warrants a community that believes in them.