In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes moves with quiet purpose. His polished footwear move with deliberate precision as he greets colleagues—some by name, others with the comfortable currency of a "good morning."

James displays his credentials not merely as an employee badge but as a testament of inclusion. It hangs against a well-maintained uniform that gives no indication of the difficult path that led him to this place.

What separates James from many of his colleagues is not immediately apparent. His bearing gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking created purposefully for young people who have experienced life in local authority care.

"I found genuine support within the NHS structure," James says, his voice measured but revealing subtle passion. His remark summarizes the core of a programme that aims to reinvent how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The numbers paint a stark picture. Care leavers commonly experience higher rates of mental health issues, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Behind these clinical numbers are human stories of young people who have traversed a system that, despite best intentions, 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 pledge to the Care Leaver Covenant, signifies a profound shift in institutional thinking. At its core, it acknowledges that the complete state and civil society should function as a "collective parent" for those who haven't experienced the constancy of a traditional family setting.

Ten pioneering healthcare collectives across England have blazed the trail, establishing structures that reconceptualize how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, beginning with thorough assessments of existing practices, forming governance structures, and obtaining leadership support. It recognizes that successful integration requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they've established a reliable information exchange with representatives who can offer help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—rigid and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than extensive qualifications. Application processes have been reimagined to accommodate the unique challenges care leavers might experience—from not having work-related contacts to struggling with internet access.

Perhaps most significantly, the Programme acknowledges that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the backup of parental assistance. Matters like transportation costs, identification documents, and financial services—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its thorough planning—from clarifying salary details to helping with commuting costs until that critical first salary payment. Even seemingly minor aspects like coffee breaks and professional behavior are deliberately addressed.

For James, whose NHS journey has "changed" his life, the Programme delivered more than work. It gave him a sense of belonging—that intangible quality that grows when someone senses worth not despite their background but because their distinct perspective enriches the institution.

"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the modest fulfillment of someone who has discovered belonging. "It's about a community of different jobs and roles, a group of people who really connect."

The NHS Universal Family Programme represents more than an job scheme. It exists as a strong assertion that institutions can change to welcome those who have experienced life differently. In doing so, they not only alter individual futures but enrich themselves through the distinct viewpoints that care leavers contribute.

As James walks the corridors, his participation quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The embrace that the NHS has offered through this Programme represents not charity but acknowledgment of untapped potential and the fundamental reality that all people merit a support system that champions their success.