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 oxford shoes barely make a sound as he greets colleagues—some by name, others with the universal currency of a "good morning."

James carries his identification not merely as institutional identification but as a declaration of acceptance. It sits against a pressed shirt that betrays nothing of the challenging road that brought him here.

What sets apart James from many of his colleagues is not obvious to the casual observer. His bearing reveals 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 experienced life in local authority care.

"The Programme embraced me when I needed it most," James reflects, his voice measured but revealing subtle passion. His observation captures the core of a programme that strives to reinvent how the massive healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The numbers paint a stark picture. Care leavers commonly experience higher rates of mental health issues, economic uncertainty, accommodation difficulties, and lower academic success compared to their age-mates. Beneath these impersonal figures are individual journeys of young people who have navigated a system that, despite genuine attempts, frequently fails in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a profound shift in systemic approach. At its core, it acknowledges that the complete state and civil society should function as a "collective parent" for those who haven't experienced the security of a conventional home.

Ten pioneering healthcare collectives across England have blazed the trail, establishing frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is detailed in its methodology, beginning with detailed evaluations of existing procedures, establishing management frameworks, and securing executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a regular internal communication network with representatives who can provide assistance and counsel on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—rigid and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than numerous requirements. Application processes have been reimagined to consider the specific obstacles care leavers might face—from not having work-related contacts to facing barriers to internet access.

Perhaps most significantly, the Programme acknowledges that beginning employment can create specific difficulties for care leavers who may be navigating autonomy without the backup of parental assistance. Matters like transportation costs, personal documentation, and bank accounts—considered standard by many—can become major obstacles.

The beauty of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that critical first payday. Even seemingly minor aspects like break times and professional behavior are deliberately addressed.

For James, whose professional path has "changed" his life, the Programme provided more than employment. It provided him a perception of inclusion—that elusive quality that emerges when someone is appreciated not despite their history but because their particular journey enhances the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the subtle satisfaction of someone who has secured his position. "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 job scheme. It functions as a bold declaration that systems can change to welcome those who have experienced life differently. In doing so, they not only change personal trajectories but improve their services through the distinct viewpoints that care leavers contribute.

As James walks the corridors, his involvement subtly proves that with the right support, care leavers can succeed in environments once thought inaccessible. The support that the NHS has provided through this Programme represents not charity but appreciation of hidden abilities and the profound truth that everyone deserves a support system that supports their growth.