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 oxford shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a “hello there.”
James carries his identification not merely as institutional identification but as a declaration of belonging. It rests against a well-maintained uniform that betrays nothing of the challenging road that brought him here.
What distinguishes James from many of his colleagues is not immediately apparent. His presence reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have been through the care system.
“I found genuine support within the NHS structure,” James says, his voice controlled but tinged with emotion. His statement captures the core of a programme that seeks to transform how the enormous healthcare system views 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 higher rates of mental health issues, money troubles, housing precarity, and lower academic success compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have traversed a system that, despite good efforts, frequently fails in delivering the stable base that molds most young lives.
The NHS Universal Family Programme, established in January 2023 following NHS England’s promise to the Care Leaver Covenant, signifies a significant change in organizational perspective. At its heart, it recognizes that the entire state and civil society should function as a “collective parent” for those who haven’t known the constancy of a traditional family setting.
Ten pathfinder integrated care boards across England have charted the course, developing frameworks that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.
The Programme is thorough in its strategy, starting from thorough assessments of existing practices, establishing management frameworks, and garnering leadership support. It recognizes that effective inclusion requires more than lofty goals—it demands concrete steps.
In NHS Birmingham and Solihull ICB, where James started his career, they’ve developed a consistent support system with representatives who can offer help and direction on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.
The conventional NHS recruitment process—formal and possibly overwhelming—has been intentionally adjusted. Job advertisements now highlight character attributes rather than long lists of credentials. Application procedures have been reimagined to accommodate the particular difficulties care leavers might encounter—from not having work-related contacts to struggling with internet access.
Perhaps most significantly, the Programme recognizes that beginning employment can create specific difficulties for care leavers who may be navigating autonomy without the support of family resources. Concerns like transportation costs, personal documentation, and bank accounts—taken for granted by many—can become major obstacles.
The elegance of the Programme lies in its meticulous consideration—from explaining payslip deductions to offering travel loans until that essential first wage disbursement. Even seemingly minor aspects like rest periods and workplace conduct are thoughtfully covered.
For James, whose career trajectory has “revolutionized” his life, the Programme delivered more than work. It provided him a feeling of connection—that elusive quality that develops when someone feels valued not despite their background but because their particular journey enhances the organization.
“Working for the NHS isn’t just about doctors and nurses,” James comments, his eyes reflecting the subtle satisfaction of someone who has found his place. “It’s about a family of different jobs and roles, a family of people who truly matter.”
The NHS Universal Family Programme embodies more than an job scheme. It functions as a powerful statement that systems can evolve to embrace those who have known different challenges. In doing so, they not only transform individual lives but enhance their operations through the unique perspectives that care leavers provide.
As James navigates his workplace, his presence subtly proves that with the right help, care leavers can flourish in environments once considered beyond reach. The support that the NHS has provided through this Programme symbolizes not charity but acknowledgment of hidden abilities and the essential fact that everyone deserves a community that champions their success.