NHS: Belonging in White Corridors

Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear whisper against the floor as he acknowledges colleagues—some by name, others with the universal currency of a “hello there.”
James wears his NHS lanyard not merely as institutional identification but as a symbol of belonging. It hangs against a pressed shirt that betrays nothing of the challenging road that preceded his arrival.
What distinguishes 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 initiative designed specifically for young people who have spent time in care.
“The Programme embraced me when I needed it most,” James explains, his voice steady but carrying undertones of feeling. His remark summarizes the heart of a programme that strives to reinvent how the enormous healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.
The figures paint a stark picture. Care leavers frequently encounter poorer mental health outcomes, financial instability, shelter insecurities, and reduced scholarly attainment compared to their peers. Behind these impersonal figures are personal narratives of young people who have traversed a system that, despite good efforts, frequently fails in providing the stable base that forms most young lives.
The NHS Universal Family Programme, initiated in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a substantial transformation in organizational perspective. Fundamentally, it acknowledges that the entire state and civil society should function as a “collective parent” for those who have missed out on the constancy of a typical domestic environment.
Ten pioneering healthcare collectives across England have led the way, developing systems 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 detailed evaluations of existing procedures, creating governance structures, and obtaining senior buy-in. It acknowledges that effective inclusion requires more than lofty goals—it demands practical measures.
In NHS Birmingham and Solihull ICB, where James started his career, they’ve created a reliable information exchange with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.
The conventional NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now highlight character attributes rather than extensive qualifications. Applications have been redesigned to address the unique challenges care leavers might encounter—from lacking professional references to struggling with internet access.
Perhaps most significantly, the Programme acknowledges that entering the workforce can pose particular problems for care leavers who may be managing independent living without the safety net of familial aid. Issues like transportation costs, personal documentation, and financial services—assumed basic by many—can become major obstacles.
The brilliance of the Programme lies in its thorough planning—from explaining payslip deductions to providing transportation assistance until that essential first wage disbursement. Even apparently small matters like rest periods and office etiquette are deliberately addressed.
For James, whose NHS journey has “transformed” his life, the Programme delivered more than work. It offered him a perception of inclusion—that intangible quality that grows when someone senses worth not despite their background but because their unique life experiences enriches the organization.
“Working for the NHS isn’t just about doctors and nurses,” James notes, his gaze showing the subtle satisfaction of someone who has secured his position. “It’s about a collective of different jobs and roles, a family of people who genuinely care.”
The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a strong assertion that organizations can change to embrace those who have navigated different paths. In doing so, they not only alter individual futures but improve their services through the distinct viewpoints that care leavers provide.
As James moves through the hospital, his involvement silently testifies that with the right support, care leavers can flourish in environments once considered beyond reach. The support that the NHS has provided through this Programme represents not charity but recognition of overlooked talent and the profound truth that each individual warrants a support system that supports their growth.