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 smart shoes barely make a sound as he greets colleagues—some by name, others with the comfortable currency of a "good morning."

James displays his credentials not merely as a security requirement but as a symbol of inclusion. It rests against a pressed shirt that offers no clue of the difficult path that preceded his arrival.

What separates James from many of his colleagues is not obvious to the casual observer. His demeanor reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have experienced life in local authority care.

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

The statistics reveal a challenging reality. Care leavers often face higher rates of mental health issues, financial instability, shelter insecurities, and diminished educational achievements compared to their contemporaries. Beneath these clinical numbers are individual journeys of young people who have traversed a system that, despite best intentions, regularly misses the mark in offering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, represents a profound shift in organizational perspective. Fundamentally, it acknowledges that the complete state and civil society should function as a "communal support system" for those who haven't known the security of a traditional family setting.

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

The Programme is detailed in its strategy, initiating with thorough assessments of existing practices, forming management frameworks, and securing leadership support. It acknowledges that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a consistent support system with representatives who can provide help and direction on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now focus on character attributes rather than numerous requirements. Application procedures have been reconsidered to address the unique challenges care leavers might experience—from missing employment history to facing barriers to internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can present unique challenges for care leavers who may be navigating autonomy without the safety net of family resources. Concerns like travel expenses, identification documents, and bank accounts—considered standard by many—can become substantial hurdles.

The elegance of the Programme lies in its thorough planning—from clarifying salary details to providing transportation assistance until that crucial first wage disbursement. Even seemingly minor aspects like rest periods and office etiquette are deliberately addressed.

For James, whose career trajectory has "revolutionized" his life, the Programme delivered more than work. It offered him a sense of belonging—that elusive quality that develops when someone senses worth not despite their past but because their unique life experiences enriches the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the modest fulfillment of someone who has secured his position. "It's about a collective of different jobs and roles, a family of people who truly matter."

The NHS Universal Family Programme exemplifies more than an job scheme. It exists as a strong assertion that organizations can adapt to embrace those who have navigated different paths. In doing so, they not only transform individual lives but enrich themselves through the distinct viewpoints that care leavers contribute.

As James navigates his workplace, his participation silently testifies that with the right support, care leavers can succeed in environments once thought inaccessible. The embrace that the NHS has provided through this Programme signifies not charity but recognition of untapped potential and the profound truth that all people merit a support system that champions their success.