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Something About Company

NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear barely make a sound as he acknowledges colleagues—some by name, others with the comfortable currency of a “good morning.”

James displays his credentials not merely as institutional identification but as a declaration of inclusion. It rests against a well-maintained uniform that betrays nothing of the challenging road that brought him here.

What separates James from many of his colleagues is not obvious to the casual observer. His presence discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an effort created purposefully for young people who have spent time in care.

“The Programme embraced me when I needed it most,” James explains, his voice measured but carrying undertones of feeling. His observation encapsulates the heart of a programme that strives to revolutionize how the massive healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The figures paint a stark picture. Care leavers commonly experience poorer mental health outcomes, financial instability, shelter insecurities, and diminished educational achievements compared to their age-mates. Behind these cold statistics are individual journeys of young people who have traversed a system that, despite best intentions, often falls short in delivering the nurturing environment that molds 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 institutional thinking. At its core, it recognizes that the complete state and civil society should function as a “universal family” for those who have missed out on the constancy of a conventional home.

A select group of healthcare regions across England have led the way, creating structures that reconceptualize how the NHS—one of Europe’s largest employers—can create pathways to care leavers.

The Programme is detailed in its methodology, starting from detailed evaluations of existing policies, creating management frameworks, and obtaining executive backing. It understands that meaningful participation requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they’ve established a consistent support system with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—formal and possibly overwhelming—has been intentionally adjusted. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Application procedures have been reimagined to consider the unique challenges care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Possibly most crucially, the Programme understands that beginning employment can present unique challenges for care leavers who may be navigating autonomy without the safety net of family resources. Matters like commuting fees, personal documentation, and banking arrangements—assumed basic by many—can become major obstacles.

The brilliance of the Programme lies in its attention to detail—from outlining compensation information to offering travel loans until that critical first payday. Even apparently small matters like break times and workplace conduct are carefully explained.

For James, whose NHS journey has “changed” his life, the Programme delivered more than a job. It provided 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 institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his gaze showing the subtle satisfaction of someone who has discovered belonging. “It’s about a collective of different jobs and roles, a family of people who really connect.”

The NHS Universal Family Programme represents more than an job scheme. It exists as a powerful statement that systems can adapt to include those who have known different challenges. In doing so, they not only change personal trajectories but enhance their operations through the special insights that care leavers provide.

As James moves through the hospital, his participation silently testifies that with the right help, care leavers can flourish in environments once considered beyond reach. The arm that the NHS has extended through this Programme signifies not charity but acknowledgment of untapped potential and the essential fact that each individual warrants a family that believes in them.