Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a "hello there."

James displays his credentials not merely as institutional identification but as a declaration of belonging. It rests against a neatly presented outfit that gives no indication of the tumultuous journey that led him to this place.

What distinguishes James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort crafted intentionally for young people who have spent time in care.

"I found genuine support within the NHS structure," James explains, his voice steady but carrying undertones of feeling. His remark encapsulates the essence of a programme that seeks to reinvent how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The numbers paint a stark picture. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, accommodation difficulties, and diminished educational achievements compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have maneuvered through a system that, despite best intentions, regularly misses the mark in offering the nurturing environment that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a significant change in institutional thinking. At its heart, it acknowledges that the entire state and civil society should function as a "collective parent" for those who haven't experienced the constancy of a typical domestic environment.

A select group of healthcare regions across England have led the way, establishing frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is detailed in its approach, starting from comprehensive audits of existing procedures, establishing governance structures, and obtaining senior buy-in. It acknowledges that meaningful participation requires more than lofty goals—it demands practical measures.

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

The traditional NHS recruitment process—formal and potentially intimidating—has been intentionally adjusted. Job advertisements now emphasize character attributes rather than long lists of credentials. Applications have been reconsidered to accommodate the unique challenges care leavers might encounter—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 handling self-sufficiency without the support of familial aid. Concerns like transportation costs, identification documents, and banking arrangements—assumed basic by many—can become major obstacles.

The elegance of the Programme lies in its attention to detail—from clarifying salary details to helping with commuting costs until that critical first salary payment. Even apparently small matters like rest periods and office etiquette are deliberately addressed.

For James, whose career trajectory has "changed" his life, the Programme offered more than a job. It gave him a perception of inclusion—that ineffable quality that emerges when someone is appreciated not despite their background but because their unique life experiences enriches the workplace.

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

The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a powerful statement that systems can adapt to include those who have experienced life differently. In doing so, they not only alter individual futures but enhance their operations through the unique perspectives that care leavers bring to the table.

As James moves through the hospital, his participation subtly proves that with the right assistance, care leavers can succeed in environments once considered beyond reach. The support that the NHS has provided through this Programme represents not charity but acknowledgment of overlooked talent and the essential fact that all people merit a support system that supports their growth.