NHS: Belonging in White Corridors

Within the bustling halls of an NHS hospital 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 greets colleagues—some by name, others with the familiar currency of a "hello there."

James wears his NHS lanyard not merely as an employee badge but as a declaration of acceptance. It sits against a neatly presented outfit that betrays nothing of the tumultuous journey that brought him here.

What separates James from many of his colleagues is not immediately apparent. His demeanor reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort created purposefully for young people who have spent time in care.

"I found genuine support within the NHS structure," James explains, his voice measured but revealing subtle passion. His statement encapsulates the core of a programme that seeks to transform how the massive healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The numbers reveal a challenging reality. Care leavers commonly experience greater psychological challenges, economic uncertainty, accommodation difficulties, and diminished educational achievements compared to their peers. Underlying these impersonal figures are human stories of young people who have traversed a system that, despite good efforts, often falls short in offering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, embodies a substantial transformation in systemic approach. At its heart, it recognizes that the complete state and civil society should function as a "communal support system" for those who have missed out on the stability of a conventional home.

Ten pathfinder integrated care boards 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 meticulous in its methodology, beginning with thorough assessments of existing policies, creating management frameworks, and securing executive backing. It understands that successful integration requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a regular internal communication network with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—rigid and potentially intimidating—has been carefully modified. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Applications have been reconsidered to consider the particular difficulties care leavers might face—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be managing independent living without the backup of family resources. Issues like travel expenses, proper ID, and bank accounts—taken for granted by many—can become significant barriers.

The beauty of the Programme lies in its meticulous consideration—from outlining compensation information to helping with commuting costs until that crucial first wage disbursement. Even apparently small matters like rest periods and professional behavior are carefully explained.

For James, whose career trajectory has "changed" his life, the Programme offered more than work. It gave him a sense of belonging—that elusive quality that develops when someone feels valued not despite their background but because their particular journey improves the institution.

"Working for the NHS isn't just about doctors and nurses," James comments, his eyes reflecting the subtle satisfaction of someone who has secured his position. "It's about a community of different jobs and roles, a team of people who really connect."

The NHS Universal Family Programme embodies more than an employment initiative. It exists as a bold declaration that institutions can adapt to include 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 contribute.

As James navigates his workplace, his involvement subtly proves that with the right help, care leavers can succeed in environments once deemed unattainable. The arm that the NHS has provided through this Programme signifies not charity but acknowledgment of overlooked talent and the essential fact that each individual warrants a community that supports their growth.