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 oxford shoes whisper against the floor as he acknowledges colleagues—some by name, others with the universal currency of a "good morning."

James carries his identification not merely as an employee badge but as a declaration of acceptance. It rests against a well-maintained uniform that offers no clue of the challenging road that brought him here.

What sets apart James from many of his colleagues is not immediately apparent. His demeanor gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have spent time in care.

"I found genuine support within the NHS structure," James says, his voice controlled but carrying undertones of feeling. His remark captures the heart of a programme that seeks to reinvent how the massive healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures tell a troubling story. Care leavers often face higher rates of mental health issues, money troubles, accommodation difficulties, and reduced scholarly attainment compared to their peers. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite best intentions, often falls short in offering the stable base that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a profound shift in systemic approach. At its heart, it acknowledges that the whole state and civil society should function as a "collective parent" for those who haven't experienced the stability of a traditional family setting.

Ten pioneering healthcare collectives across England have charted the course, creating frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its strategy, starting from comprehensive audits of existing practices, establishing governance structures, and obtaining senior buy-in. It understands that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a regular internal communication network with representatives who can offer help and direction on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—structured and often daunting—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than extensive qualifications. Applications have been redesigned to accommodate the specific obstacles care leavers might face—from not having work-related contacts to struggling with internet access.

Maybe most importantly, the Programme recognizes that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the backup of family resources. Matters like commuting fees, identification documents, and financial services—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its thorough planning—from outlining compensation information to offering travel loans until that critical first payday. Even apparently small matters like rest periods and workplace conduct are carefully explained.

For James, whose career trajectory has "changed" his life, the Programme delivered more than work. It offered him a sense of belonging—that ineffable quality that develops when someone feels valued not despite their background but because their distinct perspective improves the institution.

"Working for the NHS isn't just about doctors and nurses," James notes, his expression revealing the subtle satisfaction 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 embodies more than an job scheme. It exists as a strong assertion that organizations can evolve to include 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 provide.

As James walks the corridors, his involvement silently testifies that with the right help, care leavers can succeed in environments once considered beyond reach. The arm that the NHS has offered through this Programme represents not charity but appreciation of overlooked talent and the essential fact that all people merit a community that believes in them.