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 oxford shoes move with deliberate precision as he greets colleagues—some by name, others with the comfortable currency of a "how are you."

James carries his identification not merely as institutional identification but as a declaration of inclusion. It sits against a well-maintained uniform that betrays nothing of the challenging road 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 participants of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have experienced life in local authority care.

"I found genuine support within the NHS structure," James reflects, his voice steady but revealing subtle passion. His observation encapsulates the heart of a programme that strives to reinvent how the massive healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The numbers reveal a challenging reality. Care leavers frequently encounter poorer mental health outcomes, financial instability, accommodation difficulties, and diminished educational achievements compared to their contemporaries. Beneath these clinical numbers are individual journeys of young people who have navigated a system that, despite best intentions, frequently fails in providing the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a substantial transformation in institutional thinking. At its core, it acknowledges that the entire state and civil society should function as a "communal support system" for those who have missed out on the constancy of a traditional family setting.

Ten pathfinder integrated care boards across England have led the way, establishing systems 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 practices, creating governance structures, and securing executive backing. It understands that effective inclusion requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've created a consistent support system with representatives who can deliver assistance and counsel on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—rigid and often daunting—has been thoughtfully adapted. Job advertisements now focus on character attributes rather than long lists of credentials. Application processes have been redesigned to accommodate the specific obstacles care leavers might experience—from missing employment history to struggling with internet access.

Possibly most crucially, the Programme understands that entering the workforce can create specific difficulties for care leavers who may be handling self-sufficiency without the backup of familial aid. Concerns like travel expenses, identification documents, and financial services—assumed basic by many—can become substantial hurdles.

The brilliance of the Programme lies in its meticulous consideration—from explaining payslip deductions to offering travel loans until that crucial first payday. Even seemingly minor aspects like coffee breaks and professional behavior are carefully explained.

For James, whose NHS journey has "changed" his life, the Programme delivered more than a job. It offered him a perception of inclusion—that elusive quality that develops when someone feels valued not despite their history but because their unique life experiences enriches the workplace.

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

The NHS Universal Family Programme represents more than an employment initiative. It stands as a strong assertion that organizations can change to embrace those who have navigated different paths. In doing so, they not only transform individual lives but improve their services through the special insights that care leavers bring to the table.

As James walks the corridors, his involvement quietly demonstrates that with the right assistance, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has extended through this Programme represents not charity but appreciation of hidden abilities and the essential fact that all people merit a community that believes in them.