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 oxford shoes move with deliberate precision as he acknowledges 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 declaration of acceptance. It rests against a well-maintained uniform that gives no indication of the challenging road 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 beneficiaries of the NHS Universal Family Programme—an effort crafted intentionally for young people who have experienced life in local authority care.


"The Programme embraced me when I needed it most," James reflects, his voice controlled but revealing subtle passion. His remark summarizes the core of a programme that strives to reinvent how the massive healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.


The statistics tell a troubling story. Care leavers often face greater psychological challenges, money troubles, accommodation difficulties, and lower academic success compared to their peers. Beneath these cold statistics are personal narratives of young people who have maneuvered through a system that, despite best intentions, regularly misses the mark in providing the stable base that forms most young lives.


The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a profound shift in institutional thinking. At its core, it recognizes that the whole state and civil society should function as a "universal family" for those who haven't experienced the constancy of a conventional home.


Ten pathfinder integrated care boards across England have led the way, establishing structures that reconceptualize how the NHS—one of Europe's largest employers—can open its doors to care leavers.


The Programme is meticulous in its methodology, starting from thorough assessments of existing policies, establishing oversight mechanisms, and securing executive backing. It acknowledges that effective inclusion requires more than noble aims—it demands concrete steps.


In NHS Birmingham and Solihull ICB, where James found his footing, they've established a reliable information exchange with representatives who can offer help and direction on mental health, HR matters, recruitment, and equality, diversity, and inclusion.


The traditional NHS recruitment process—rigid and possibly overwhelming—has been carefully modified. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Application procedures have been reconsidered to consider the unique challenges care leavers might encounter—from missing employment history to facing barriers to internet access.


Maybe most importantly, the Programme acknowledges that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of familial aid. Concerns like travel expenses, personal documentation, and banking arrangements—considered standard by many—can become substantial hurdles.


The brilliance of the Programme lies in its thorough planning—from explaining payslip deductions to providing transportation assistance until that essential first payday. Even apparently small matters like coffee breaks and office etiquette are thoughtfully covered.


For James, whose professional path has "revolutionized" his life, the Programme offered more than work. It gave him a perception of inclusion—that ineffable quality that emerges when someone senses worth not despite their past but because their unique life experiences enriches the institution.


"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the modest fulfillment of someone who has found his place. "It's about a family of different jobs and roles, a team of people who truly matter."


The NHS Universal Family Programme embodies more than an work program. It functions as a powerful statement that systems can evolve to embrace those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the unique perspectives that care leavers provide.


As James navigates his workplace, his participation subtly proves that with the right assistance, care leavers can thrive in environments once deemed unattainable. The support that the NHS has provided through this Programme symbolizes not charity but recognition of untapped potential and the essential fact that all people merit a community that believes in them.