NHS: Belonging in White Corridors

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear move with deliberate precision as he greets colleagues—some by name, others with the familiar currency of a “how are you.”

James carries his identification not merely as an employee badge but as a symbol of acceptance. It hangs against a pressed shirt that gives no indication of the challenging road that preceded his arrival.

What sets apart James from many of his colleagues is not immediately apparent. His presence gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative designed specifically for young people who have spent time in care.

“It felt like the NHS was putting its arm around me,” James explains, his voice controlled but revealing subtle passion. His remark encapsulates the core of a programme that seeks to revolutionize how the massive healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The statistics tell a troubling story. Care leavers often face greater psychological challenges, financial instability, shelter insecurities, and diminished educational achievements compared to their peers. Beneath these clinical numbers are human stories of young people who have maneuvered through a system that, despite good efforts, often falls short in delivering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a profound shift in organizational perspective. At its core, it recognizes that the entire state and civil society should function as a “universal family” for those who haven’t known the stability of a typical domestic environment.

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

The Programme is detailed in its methodology, starting from comprehensive audits of existing practices, establishing governance structures, and securing senior buy-in. It acknowledges that meaningful participation requires more than lofty goals—it demands practical measures.

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

The traditional NHS recruitment process—formal and often daunting—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than extensive qualifications. Application processes have been redesigned to consider the particular difficulties care leavers might experience—from lacking professional references to having limited internet access.

Maybe most importantly, the Programme recognizes that starting a job can present unique challenges for care leavers who may be navigating autonomy without the safety net of familial aid. Matters like commuting fees, proper ID, and bank accounts—considered standard by many—can become significant barriers.

The brilliance of the Programme lies in its thorough planning—from outlining compensation information to providing transportation assistance until that essential first wage disbursement. Even ostensibly trivial elements like coffee breaks and professional behavior are deliberately addressed.

For James, whose NHS journey has “transformed” his life, the Programme provided more than employment. It provided him a feeling of connection—that intangible quality that emerges when someone feels valued not despite their background but because their particular journey enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the modest fulfillment of someone who has found his place. “It’s about a collective of different jobs and roles, a family of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It exists as a powerful statement that organizations can change to embrace those who have experienced life differently. In doing so, they not only change personal trajectories but improve their services through the unique perspectives that care leavers bring to the table.

As James navigates his workplace, his involvement silently testifies that with the right help, care leavers can flourish in environments once considered beyond reach. The embrace that the NHS has extended through this Programme represents not charity but recognition of overlooked talent and the fundamental reality that all people merit a community that believes in them.