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Something About Company

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 move with deliberate precision as he acknowledges colleagues—some by name, others with the universal currency of a “how are you.”

James carries his identification not merely as institutional identification but as a testament of belonging. It sits against a neatly presented outfit that gives no indication of the difficult path that preceded his arrival.

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

“I found genuine support within the NHS structure,” James reflects, his voice steady but carrying undertones of feeling. His observation summarizes the heart of a programme that aims to revolutionize how the enormous healthcare system views care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The figures paint a stark picture. Care leavers frequently encounter poorer mental health outcomes, economic uncertainty, shelter insecurities, and lower academic success compared to their age-mates. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite good efforts, frequently fails in delivering the stable base that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s pledge to the Care Leaver Covenant, embodies a profound shift in organizational perspective. At its heart, it accepts that the whole state and civil society should function as a “universal family” for those who haven’t known the constancy of a conventional home.

A select group of healthcare regions across England have led the way, establishing frameworks that reconceptualize how the NHS—one of Europe’s largest employers—can open its doors to care leavers.

The Programme is meticulous in its strategy, starting from detailed evaluations of existing policies, creating management frameworks, and securing executive backing. It understands that successful integration requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a regular internal communication network with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—rigid and often daunting—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Applications have been reimagined to address the unique challenges care leavers might experience—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be managing independent living without the safety net of family resources. Concerns like transportation costs, identification documents, and financial services—taken for granted by many—can become significant barriers.

The beauty of the Programme lies in its attention to detail—from explaining payslip deductions to offering travel loans until that essential first salary payment. Even ostensibly trivial elements like rest periods and office etiquette are thoughtfully covered.

For James, whose career trajectory has “changed” his life, the Programme offered more than employment. It offered him a feeling of connection—that intangible quality that emerges when someone senses worth not despite their past but because their unique life experiences enhances the organization.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his expression revealing the subtle satisfaction of someone who has secured his position. “It’s about a community of different jobs and roles, a group of people who truly matter.”

The NHS Universal Family Programme represents more than an work program. It functions as a powerful statement that institutions can evolve to include those who have known different challenges. In doing so, they not only transform individual lives but enrich themselves through the unique perspectives that care leavers provide.

As James moves through the hospital, his participation silently testifies that with the right help, care leavers can succeed in environments once deemed unattainable. The arm that the NHS has provided through this Programme represents not charity but recognition of overlooked talent and the profound truth that each individual warrants a community that believes in them.