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 move with deliberate precision as he greets colleagues—some by name, others with the comfortable currency of a "good morning."

James carries his identification not merely as institutional identification but as a declaration of acceptance. It hangs against a neatly presented outfit that betrays nothing of the difficult path that led him to this place.

What distinguishes James from many of his colleagues is not immediately apparent. His bearing gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have been through the care system.

"The Programme embraced me when I needed it most," James explains, his voice measured but tinged with emotion. His statement captures the heart of a programme that seeks to revolutionize how the massive healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The statistics reveal a challenging reality. Care leavers often face poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their peers. Underlying these clinical numbers are personal narratives of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in delivering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a profound shift in systemic approach. Fundamentally, it accepts that the whole 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.

A select group of healthcare regions across England have charted the course, establishing systems 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 detailed evaluations of existing practices, forming governance structures, and obtaining leadership support. It acknowledges that successful integration requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they've created a regular internal communication network with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—formal and often daunting—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than numerous requirements. Applications have been redesigned to consider the particular difficulties care leavers might face—from lacking professional references to struggling with internet access.

Maybe most importantly, the Programme recognizes that beginning employment can create specific difficulties for care leavers who may be handling self-sufficiency without the backup of familial aid. Matters like transportation costs, personal documentation, and banking arrangements—considered standard by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to providing transportation assistance until that critical first salary payment. Even apparently small matters like break times and workplace conduct are thoughtfully covered.

For James, whose NHS journey has "revolutionized" his life, the Programme delivered more than work. It provided him a sense of belonging—that elusive quality that emerges when someone senses worth not despite their background but because their particular journey improves the workplace.

"Working for the NHS isn't just about doctors and nurses," James notes, his eyes reflecting the quiet pride of someone who has secured his position. "It's about a collective of different jobs and roles, a family of people who genuinely care."

The NHS Universal Family Programme represents more than an employment initiative. It functions as a strong assertion that systems can adapt to embrace those who have experienced life differently. In doing so, they not only transform individual lives but enrich themselves through the unique perspectives that care leavers bring to the table.

As James walks the corridors, his presence quietly demonstrates that with the right assistance, care leavers can flourish in environments once thought inaccessible. The support that the NHS has offered through this Programme signifies not charity but acknowledgment of overlooked talent and the essential fact that each individual warrants a family that supports their growth.