Something About Company

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 whisper against the floor as he acknowledges colleagues—some by name, others with the comfortable currency of a “hello there.”

James wears his NHS lanyard not merely as institutional identification but as a symbol of acceptance. It sits against a pressed shirt that gives no indication of the challenging road that preceded his arrival.

What separates 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 beneficiaries 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 measured but tinged with emotion. His observation encapsulates the heart of a programme that seeks to revolutionize how the vast healthcare system views care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The statistics reveal a challenging reality. Care leavers commonly experience higher rates of mental health issues, economic uncertainty, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Underlying these impersonal figures are individual journeys of young people who have navigated a system that, despite genuine attempts, frequently fails in offering the nurturing environment that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England’s commitment to the Care Leaver Covenant, embodies a significant change in institutional thinking. Fundamentally, it accepts that the entire state and civil society should function as a “communal support system” for those who have missed out on the constancy of a typical domestic environment.

Ten pathfinder integrated care boards across England have charted the course, creating systems that rethink how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is meticulous in its approach, starting from comprehensive audits of existing procedures, forming oversight mechanisms, and obtaining leadership support. It recognizes that meaningful participation 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 deliver assistance and counsel on mental health, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—formal and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than extensive qualifications. Applications have been redesigned to accommodate the unique challenges care leavers might encounter—from missing employment history to facing barriers to internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can present unique challenges for care leavers who may be managing independent living without the support of familial aid. Issues like transportation costs, personal documentation, and financial services—considered standard by many—can become significant barriers.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to providing transportation assistance until that critical first salary payment. Even ostensibly trivial elements like rest periods and office etiquette are thoughtfully covered.

For James, whose career trajectory has “revolutionized” his life, the Programme offered more than employment. It offered him a sense of belonging—that elusive quality that develops when someone is appreciated not despite their past but because their unique life experiences improves the institution.

“Working for the NHS isn’t just about doctors and nurses,” James comments, his eyes reflecting the quiet pride of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a group of people who truly matter.”

The NHS Universal Family Programme exemplifies more than an employment initiative. It functions as a strong assertion that organizations can evolve to embrace those who have navigated different paths. In doing so, they not only transform individual lives but enhance their operations through the distinct viewpoints that care leavers provide.

As James navigates his workplace, his participation subtly proves that with the right support, care leavers can thrive in environments once deemed unattainable. The embrace that the NHS has provided through this Programme signifies not charity but recognition of untapped potential and the profound truth that each individual warrants a community that believes in them.