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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 oxford shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “good morning.”

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

What separates James from many of his colleagues is not immediately apparent. His bearing discloses 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 says, his voice controlled but revealing subtle passion. His observation summarizes the heart of a programme that strives to revolutionize how the enormous healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The statistics paint a stark picture. Care leavers commonly experience higher rates of mental health issues, economic uncertainty, housing precarity, and lower academic success compared to their contemporaries. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite good efforts, often falls short in providing the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s pledge to the Care Leaver Covenant, represents a significant change in systemic approach. Fundamentally, it acknowledges that the complete state and civil society should function as a “universal family” for those who haven’t known the constancy of a traditional family setting.

Ten pioneering healthcare collectives across England have blazed the trail, establishing systems that reimagine how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is thorough in its strategy, initiating with detailed evaluations of existing policies, establishing oversight mechanisms, and securing leadership support. It acknowledges that effective inclusion requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve developed a reliable information exchange with representatives who can provide assistance and counsel on wellbeing, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—structured and potentially intimidating—has been carefully modified. Job advertisements now focus on attitudinal traits rather than numerous requirements. Application processes have been reconsidered to address the particular difficulties care leavers might encounter—from missing employment history to facing barriers to internet access.

Maybe most importantly, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be handling self-sufficiency without the support of family resources. Matters like commuting fees, personal documentation, and financial services—assumed basic by many—can become substantial hurdles.

The brilliance of the Programme lies in its thorough planning—from clarifying salary details to offering travel loans until that essential first salary payment. Even ostensibly trivial elements like break times and office etiquette are thoughtfully covered.

For James, whose professional path has “transformed” his life, the Programme offered more than a job. It gave him a perception of inclusion—that ineffable quality that grows when someone feels valued not despite their history but because their particular journey enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his gaze showing the quiet pride of someone who has discovered belonging. “It’s about a family of different jobs and roles, a family of people who genuinely care.”

The NHS Universal Family Programme embodies more than an job scheme. It exists as a bold declaration that organizations can evolve to embrace those who have experienced life differently. In doing so, they not only change personal trajectories but enrich themselves through the distinct viewpoints that care leavers provide.

As James moves through the hospital, his involvement silently testifies that with the right assistance, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has extended through this Programme represents not charity but appreciation of hidden abilities and the fundamental reality that each individual warrants a community that believes in them.