In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a "how are you."

James displays his credentials not merely as an employee badge but as a symbol of belonging. It rests against a well-maintained uniform that gives no indication of the tumultuous journey that preceded his arrival.

What distinguishes James from many of his colleagues is not immediately apparent. His demeanor gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative created purposefully for young people who have spent time in care.

"The Programme embraced me when I needed it most," James reflects, his voice steady but carrying undertones of feeling. His observation summarizes the heart of a programme that strives to revolutionize how the enormous healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The statistics tell a troubling story. Care leavers often face poorer mental health outcomes, economic uncertainty, shelter insecurities, and lower academic success compared to their contemporaries. Behind these impersonal figures are individual journeys of young people who have traversed a system that, despite genuine attempts, often falls short in providing the supportive foundation that shapes 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 institutional thinking. Fundamentally, it accepts that the entire state and civil society should function as a "collective parent" for those who haven't known the stability of a typical domestic environment.

A select group of healthcare regions across England have led the way, creating structures that rethink how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is detailed in its approach, starting from comprehensive audits of existing procedures, creating governance structures, and securing leadership support. It recognizes that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they've created a regular internal communication network with representatives who can provide support, advice, and guidance on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—structured and possibly overwhelming—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Applications have been reimagined to address the specific obstacles care leavers might face—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be managing independent living without the backup of familial aid. Matters like travel expenses, proper ID, and financial services—considered standard by many—can become significant barriers.

The beauty of the Programme lies in its attention to detail—from explaining payslip deductions to providing transportation assistance until that essential first wage disbursement. Even apparently small matters like rest periods and professional behavior are deliberately addressed.

For James, whose professional path has "changed" his life, the Programme offered more than a job. It gave him a feeling of connection—that elusive quality that emerges when someone senses worth not despite their past but because their particular journey enriches the organization.

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

The NHS Universal Family Programme embodies more than an work program. It functions as a strong assertion that institutions can change to embrace those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the unique perspectives that care leavers bring to the table.

As James navigates his workplace, his presence quietly demonstrates that with the right support, care leavers can flourish in environments once thought inaccessible. The support that the NHS has offered through this Programme represents not charity but acknowledgment of hidden abilities and the fundamental reality that each individual warrants a community that champions their success.