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 acknowledges colleagues—some by name, others with the comfortable currency of a “hello there.”

James wears his NHS lanyard not merely as a security requirement but as a declaration of inclusion. It sits against a well-maintained uniform that gives no indication of the challenging road that preceded his arrival.

What distinguishes 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 beneficiaries of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

“The Programme embraced me when I needed it most,” James says, his voice measured but revealing subtle passion. His observation captures the essence of a programme that strives to transform how the enormous healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The numbers tell a troubling story. Care leavers often face higher rates of mental health issues, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their age-mates. Underlying these cold statistics are human stories of young people who have traversed a system that, despite best intentions, frequently fails in offering the nurturing environment that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England’s pledge to the Care Leaver Covenant, signifies a significant change in institutional thinking. At its heart, it accepts that the entire state and civil society should function as a “communal support system” for those who haven’t known the stability of a conventional home.

Ten pathfinder integrated care boards across England have charted the course, developing frameworks that reconceptualize how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its strategy, initiating with detailed evaluations of existing procedures, forming oversight mechanisms, and securing executive backing. It recognizes that effective inclusion requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they’ve established a reliable information exchange with representatives who can provide assistance and counsel on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—formal and possibly overwhelming—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Application processes have been reconsidered to consider the specific obstacles care leavers might face—from lacking professional references to having limited internet access.

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

The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to offering travel loans until that critical first wage disbursement. Even seemingly minor aspects like coffee breaks and office etiquette are carefully explained.

For James, whose NHS journey has “revolutionized” his life, the Programme offered more than employment. It provided him a feeling of connection—that elusive quality that emerges when someone senses worth not despite their history but because their unique life experiences enriches the organization.

“Working for the NHS isn’t just about doctors and nurses,” James observes, his expression revealing the modest fulfillment of someone who has secured his position. “It’s about a community of different jobs and roles, a group of people who genuinely care.”

The NHS Universal Family Programme represents more than an employment initiative. It stands as a bold declaration that organizations can change to embrace those who have navigated different paths. 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 walks the corridors, his presence quietly demonstrates that with the right help, care leavers can flourish in environments once deemed unattainable. The embrace that the NHS has offered through this Programme signifies not charity but recognition of hidden abilities and the essential fact that each individual warrants a family that supports their growth.