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 moves with quiet purpose. His polished footwear whisper against the floor as he acknowledges colleagues—some by name, others with the universal currency of a "hello there."


James displays his credentials not merely as an employee badge but as a symbol of belonging. It hangs against a well-maintained uniform that gives no indication of the challenging road that brought him here.


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 recruits of the NHS Universal Family Programme—an initiative designed specifically for young people who have experienced life in local authority care.


"I found genuine support within the NHS structure," James says, his voice steady but revealing subtle passion. His observation captures the essence of a programme that strives to revolutionize how the enormous healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.


The figures reveal a challenging reality. Care leavers frequently encounter higher rates of mental health issues, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their contemporaries. Beneath these cold statistics are personal narratives of young people who have traversed a system that, despite good efforts, often falls short in providing the supportive foundation that molds most young lives.


The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a profound shift in organizational perspective. Fundamentally, it acknowledges that the entire state and civil society should function as a "collective parent" for those who have missed out on the constancy of a conventional home.


Ten pathfinder integrated care boards across England have blazed the trail, 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 approach, initiating with thorough assessments of existing policies, creating oversight mechanisms, and garnering leadership support. It acknowledges that effective inclusion requires more than good intentions—it demands tangible actions.


In NHS Birmingham and Solihull ICB, where James found his footing, they've created a reliable information exchange with representatives who can provide assistance and counsel on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.


The conventional NHS recruitment process—structured and possibly overwhelming—has been intentionally adjusted. Job advertisements now emphasize character attributes rather than extensive qualifications. Application processes have been reimagined to address the specific obstacles care leavers might face—from lacking professional references to facing barriers to internet access.


Perhaps most significantly, the Programme recognizes that starting a job can create specific difficulties for care leavers who may be handling self-sufficiency without the support of parental assistance. Concerns like transportation costs, identification documents, and banking arrangements—taken for granted by many—can become substantial hurdles.


The beauty of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that critical first payday. Even ostensibly trivial elements like break times and professional behavior are carefully explained.


For James, whose professional path has "revolutionized" his life, the Programme provided more than work. It offered him a feeling of connection—that ineffable quality that grows when someone feels valued 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 expression revealing the modest fulfillment of someone who has secured his position. "It's about a community of different jobs and roles, a group of people who genuinely care."


The NHS Universal Family Programme embodies more than an work program. It stands as a powerful statement that institutions can evolve to embrace those who have known different challenges. In doing so, they not only transform individual lives but enhance their operations through the special insights that care leavers contribute.


As James walks the corridors, his participation silently testifies that with the right support, care leavers can thrive in environments once deemed unattainable. The arm that the NHS has provided through this Programme signifies not charity but appreciation of overlooked talent and the profound truth that all people merit a family that believes in them.