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 move with deliberate precision as he greets colleagues—some by name, others with the comfortable currency of a "good morning."

James carries his identification not merely as a security requirement but as a declaration of belonging. It rests against a neatly presented outfit that betrays nothing of the tumultuous journey that brought him here.

What sets apart James from many of his colleagues is not visible on the surface. His demeanor reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an effort designed specifically for young people who have spent time in care.

"The Programme embraced me when I needed it most," James says, his voice steady but carrying undertones of feeling. His remark encapsulates the heart of a programme that strives to revolutionize how the massive healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The figures tell a troubling story. Care leavers often face poorer mental health outcomes, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Beneath these clinical numbers are individual journeys of young people who have maneuvered through a system that, despite best intentions, often falls short in providing the stable base that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a significant change 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 experienced the stability of a conventional home.

Ten pathfinder integrated care boards across England have blazed the trail, creating systems that reimagine how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is thorough in its approach, starting from comprehensive audits of existing policies, forming governance structures, and obtaining executive backing. It understands that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they've created a regular internal communication network with representatives who can deliver help and direction on mental health, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—structured and potentially intimidating—has been carefully modified. Job advertisements now emphasize character attributes rather than extensive qualifications. Application procedures have been reconsidered to consider the specific obstacles care leavers might face—from missing employment history to having limited internet access.

Perhaps most significantly, the Programme acknowledges that beginning employment can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of familial aid. Issues like travel expenses, proper ID, and financial services—assumed basic by many—can become substantial hurdles.

The elegance of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that crucial first wage disbursement. Even ostensibly trivial elements like rest periods and office etiquette are thoughtfully covered.

For James, whose NHS journey has "revolutionized" his life, the Programme offered more than work. It provided him a perception of inclusion—that ineffable quality that emerges when someone senses worth not despite their past but because their distinct perspective enriches the institution.

"Working for the NHS isn't just about doctors and nurses," James notes, his eyes reflecting the subtle satisfaction of someone who has discovered belonging. "It's about a collective of different jobs and roles, a family of people who genuinely care."

The NHS Universal Family Programme exemplifies more than an employment initiative. It functions as a strong assertion that organizations can adapt 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 bring to the table.

As James navigates his workplace, his participation subtly proves that with the right assistance, care leavers can flourish in environments once thought inaccessible. The arm that the NHS has provided through this Programme symbolizes not charity but appreciation of hidden abilities and the fundamental reality that everyone deserves a family that champions their success.