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 smart shoes barely make a sound as he greets colleagues—some by name, others with the comfortable currency of a "hello there."

James carries his identification not merely as an employee badge but as a testament of belonging. It rests against a pressed shirt that offers no clue of the difficult path that led him to this place.

What sets apart James from many of his colleagues is not immediately apparent. His demeanor discloses 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 reflects, his voice controlled but revealing subtle passion. His remark encapsulates the heart of a programme that strives to reinvent how the massive healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.

The numbers paint a stark picture. Care leavers often face poorer mental health outcomes, money troubles, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Behind these impersonal figures are human stories of young people who have maneuvered through a system that, despite good efforts, often falls short in offering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a profound shift in systemic approach. Fundamentally, it accepts that the complete 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, establishing systems that reimagine how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, initiating with comprehensive audits of existing policies, creating oversight mechanisms, and securing executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a consistent support system with representatives who can provide assistance and counsel on mental health, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now focus on character attributes rather than numerous requirements. Application processes have been redesigned to consider the unique challenges care leavers might face—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme recognizes that entering the workforce can pose particular problems for care leavers who may be managing independent living without the support of parental assistance. Concerns like commuting fees, proper ID, and financial services—taken for granted by many—can become significant barriers.

The beauty of the Programme lies in its attention to detail—from clarifying salary details to providing transportation assistance until that critical first salary payment. Even apparently small matters like break times and office etiquette are deliberately addressed.

For James, whose career trajectory has "changed" his life, the Programme provided more than a job. It provided him a perception of inclusion—that intangible quality that grows when someone is appreciated not despite their history but because their unique life experiences enhances the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his gaze showing the quiet pride of someone who has discovered belonging. "It's about a community of different jobs and roles, a family of people who genuinely care."

The NHS Universal Family Programme exemplifies more than an employment initiative. It exists as a bold declaration that institutions can adapt to embrace those who have known different challenges. In doing so, they not only change personal trajectories but improve their services through the unique perspectives that care leavers provide.

As James walks the corridors, his involvement quietly demonstrates that with the right assistance, care leavers can flourish in environments once considered beyond reach. The support that the NHS has offered through this Programme signifies not charity but appreciation of hidden abilities and the profound truth that everyone deserves a support system that believes in them.