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 polished footwear whisper against the floor as he greets colleagues—some by name, others with the universal currency of a "hello there."

James carries his identification not merely as a security requirement but as a testament of belonging. It rests against a well-maintained uniform that gives no indication of the difficult path that led him to this place.

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

"The Programme embraced me when I needed it most," James says, his voice controlled but tinged with emotion. His remark captures the essence of a programme that seeks 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 poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their peers. Behind these impersonal figures are personal narratives of young people who have navigated a system that, despite best intentions, often falls short in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, represents a significant change in systemic approach. Fundamentally, it recognizes that the entire state and civil society should function as a "collective parent" for those who haven't experienced the security of a typical domestic environment.

A select group of healthcare regions across England have charted the course, establishing structures that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is thorough in its strategy, beginning with comprehensive audits of existing policies, creating management frameworks, and garnering senior buy-in. It acknowledges that meaningful participation requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've established a reliable information exchange with representatives who can deliver assistance and counsel on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—structured and potentially intimidating—has been thoughtfully adapted. Job advertisements now highlight character attributes rather than long lists of credentials. Applications have been reconsidered to consider the specific obstacles care leavers might face—from lacking professional references to having limited internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like transportation costs, proper ID, and bank accounts—taken for granted by many—can become significant barriers.

The brilliance of the Programme lies in its thorough planning—from explaining payslip deductions to helping with commuting costs until that critical first payday. Even apparently small matters like coffee breaks and office etiquette are deliberately addressed.

For James, whose professional path has "revolutionized" his life, the Programme delivered more than work. It gave him a perception of inclusion—that elusive quality that develops when someone is appreciated not despite their history but because their unique life experiences enriches the institution.

"Working for the NHS isn't just about doctors and nurses," James notes, his eyes reflecting the subtle satisfaction of someone who has discovered belonging. "It's about a collective of different jobs and roles, a family of people who really connect."

The NHS Universal Family Programme embodies more than an job scheme. It stands as a bold declaration that organizations can adapt to embrace those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the distinct viewpoints that care leavers bring to the table.

As James walks the corridors, his participation quietly demonstrates that with the right assistance, care leavers can flourish in environments once considered beyond reach. The embrace that the NHS has offered through this Programme represents not charity but recognition of hidden abilities and the essential fact that all people merit a support system that champions their success.