In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His smart shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the comfortable currency of a "good morning."

James wears his NHS lanyard not merely as an employee badge but as a symbol of acceptance. It rests against a pressed shirt that offers no clue of the tumultuous journey that preceded his arrival.

What separates James from many of his colleagues is not immediately apparent. His demeanor discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have been through the care system.

"The Programme embraced me when I needed it most," James explains, his voice controlled but tinged with emotion. His remark summarizes the essence of a programme that strives to revolutionize how the vast healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers commonly experience greater psychological challenges, money troubles, shelter insecurities, and diminished educational achievements compared to their peers. Behind these impersonal figures are human stories of young people who have traversed a system that, despite genuine attempts, frequently fails in offering 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 significant change in systemic approach. Fundamentally, it accepts that the entire state and civil society should function as a "collective parent" for those who haven't experienced the security of a conventional home.

Ten pioneering healthcare collectives across England have led the way, developing frameworks that reconceptualize how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is meticulous in its methodology, beginning with thorough assessments of existing procedures, forming governance structures, and obtaining leadership support. It recognizes that successful integration requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've created a regular internal communication network with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—rigid and often daunting—has been carefully modified. Job advertisements now emphasize attitudinal traits rather than extensive qualifications. Application processes have been reimagined to consider the particular difficulties care leavers might experience—from missing employment history to struggling with internet access.

Possibly most crucially, the Programme acknowledges that beginning employment can pose particular problems for care leavers who may be navigating autonomy without the support of family resources. Issues like commuting fees, personal documentation, and bank accounts—taken for granted by many—can become major obstacles.

The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to providing transportation assistance until that crucial first wage disbursement. Even ostensibly trivial elements like rest periods and office etiquette are carefully explained.

For James, whose career trajectory has "changed" his life, the Programme delivered more than employment. It gave him a sense of belonging—that elusive quality that emerges when someone senses worth not despite their background but because their distinct perspective enhances the institution.

"Working for the NHS isn't just about doctors and nurses," James observes, his eyes reflecting the quiet pride of someone who has discovered belonging. "It's about a community of different jobs and roles, a group of people who truly matter."

The NHS Universal Family Programme represents more than an work program. It stands as a strong assertion that institutions can adapt to include those who have navigated different paths. In doing so, they not only change personal trajectories but enhance their operations through the distinct viewpoints that care leavers bring to the table.

As James navigates his workplace, his participation silently testifies that with the right help, care leavers can flourish in environments once thought inaccessible. The embrace that the NHS has extended through this Programme symbolizes not charity but recognition of overlooked talent and the profound truth that everyone deserves a community that supports their growth.