NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, 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 exchanges pleasantries with colleagues—some by name, others with the universal currency of a "how are you."

James displays his credentials not merely as an employee badge but as a declaration of belonging. It sits against a neatly presented outfit that offers no clue of the challenging road that brought him here.

What distinguishes James from many of his colleagues is not immediately apparent. His presence gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort crafted intentionally for young people who have been through the care system.

"The Programme embraced me when I needed it most," James explains, his voice measured but tinged with emotion. His statement captures the heart of a programme that seeks to reinvent how the massive healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The numbers reveal a challenging reality. Care leavers commonly experience greater psychological challenges, financial instability, housing precarity, and reduced scholarly attainment compared to their peers. Behind these clinical numbers are individual journeys of young people who have maneuvered through a system that, despite good efforts, often falls short in delivering the stable base that molds 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 institutional thinking. At its core, it acknowledges that the whole state and civil society should function as a "communal support system" for those who haven't experienced the stability of a typical domestic environment.

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

The Programme is detailed in its strategy, beginning with comprehensive audits of existing practices, creating oversight mechanisms, and garnering leadership support. It acknowledges that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a reliable information exchange with representatives who can deliver assistance and counsel on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—formal and potentially intimidating—has been intentionally adjusted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Application procedures have been reconsidered to consider the unique challenges care leavers might face—from lacking professional references to having limited internet access.

Maybe most importantly, the Programme recognizes that starting a job can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like commuting fees, proper ID, and bank accounts—considered standard by many—can become significant barriers.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to helping with commuting costs until that essential first salary payment. Even apparently small matters like coffee breaks and professional behavior are thoughtfully covered.

For James, whose career trajectory has "changed" his life, the Programme offered more than employment. It gave him a perception of inclusion—that elusive quality that develops when someone senses worth not despite their history but because their unique life experiences enriches the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his gaze showing the quiet pride of someone who has secured his position. "It's about a community of different jobs and roles, a family of people who truly matter."

The NHS Universal Family Programme represents more than an employment initiative. It stands as a strong assertion that organizations can evolve to embrace those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the distinct viewpoints that care leavers provide.

As James walks the corridors, his presence quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The support that the NHS has provided through this Programme represents not charity but recognition of hidden abilities and the profound truth that everyone deserves a support system that champions their success.