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 navigates his daily responsibilities with subtle confidence. His smart shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a "how are you."

James carries his identification not merely as an employee badge but as a testament of inclusion. It rests against a pressed shirt that gives no indication of the difficult path that led him to this place.

What distinguishes James from many of his colleagues is not obvious to the casual observer. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking created purposefully for young people who have been through the care system.

"I found genuine support within the NHS structure," James says, his voice measured but tinged with emotion. His observation encapsulates the core of a programme that seeks to revolutionize how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The statistics reveal a challenging reality. Care leavers commonly experience greater psychological challenges, money troubles, shelter insecurities, and diminished educational achievements compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have traversed a system that, despite good efforts, frequently fails in delivering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, represents a profound shift in systemic approach. Fundamentally, it accepts that the whole state and civil society should function as a "collective parent" for those who have missed out on the stability of a typical domestic environment.

A select group of healthcare regions across England have led the way, developing frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is detailed in its approach, starting from thorough assessments of existing policies, forming management frameworks, and garnering leadership support. It recognizes that successful integration requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they've created a consistent support system with representatives who can offer help and direction on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now focus on attitudinal traits rather than numerous requirements. Application processes have been redesigned to accommodate the unique challenges care leavers might experience—from not having work-related contacts to having limited internet access.

Maybe most importantly, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like commuting fees, identification documents, and bank accounts—taken for granted by many—can become substantial hurdles.

The beauty of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that essential first payday. Even seemingly minor aspects like break times and office etiquette are deliberately addressed.

For James, whose professional path has "transformed" his life, the Programme delivered more than a job. It offered him a sense of belonging—that intangible quality that develops when someone feels valued not despite their background but because their unique life experiences improves the workplace.

"Working for the NHS isn't just about doctors and nurses," James comments, his eyes reflecting the modest fulfillment of someone who has secured his position. "It's about a collective of different jobs and roles, a team of people who genuinely care."

The NHS Universal Family Programme embodies more than an employment initiative. It exists as a powerful statement that institutions can adapt to welcome those who have experienced life differently. In doing so, they not only alter individual futures but enrich themselves through the distinct viewpoints that care leavers contribute.

As James walks the corridors, his participation silently testifies that with the right help, care leavers can succeed in environments once thought inaccessible. The support that the NHS has offered through this Programme represents not charity but recognition of untapped potential and the essential fact that each individual warrants a support system that supports their growth.