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 "how are you."

James displays his credentials not merely as institutional identification but as a declaration of belonging. It sits against a neatly presented outfit that betrays nothing of the tumultuous journey that led him to this place.

What sets apart James from many of his colleagues is not visible on the surface. His presence gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative designed specifically for young people who have spent time in care.

"The Programme embraced me when I needed it most," James says, his voice steady but revealing subtle passion. His statement captures the heart of a programme that seeks to transform how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The numbers tell a troubling story. Care leavers often face higher rates of mental health issues, money troubles, housing precarity, and lower academic success compared to their contemporaries. Underlying these cold statistics are individual journeys of young people who have traversed a system that, despite good efforts, frequently fails in delivering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. Fundamentally, it recognizes that the entire state and civil society should function as a "collective parent" for those who have missed out on the stability of a conventional home.

Ten pathfinder integrated care boards across England have charted the course, creating frameworks that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is meticulous in its strategy, beginning with comprehensive audits of existing practices, creating oversight mechanisms, and securing senior buy-in. 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 reliable information exchange with representatives who can deliver support, advice, and guidance on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—formal and often daunting—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Application processes have been redesigned to accommodate the unique challenges care leavers might face—from not having work-related contacts to struggling with internet access.

Possibly most crucially, the Programme understands that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of family resources. Concerns like travel expenses, identification documents, and financial services—taken for granted by many—can become significant barriers.

The elegance of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that crucial first payday. Even seemingly minor aspects like coffee breaks and office etiquette are deliberately addressed.

For James, whose professional path has "transformed" his life, the Programme offered more than employment. It offered him a sense of belonging—that ineffable quality that grows when someone senses worth not despite their history but because their unique life experiences enhances the institution.

"Working for the NHS isn't just about doctors and nurses," James comments, his gaze showing the subtle satisfaction of someone who has secured his position. "It's about a collective of different jobs and roles, a group of people who truly matter."

The NHS Universal Family Programme exemplifies more than an job scheme. It stands as a strong assertion that systems can adapt to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but improve their services through the unique perspectives that care leavers provide.

As James moves through the hospital, his involvement quietly demonstrates that with the right support, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has offered through this Programme symbolizes not charity but acknowledgment of hidden abilities and the essential fact that everyone deserves a support system that believes in them.