In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes moves with quiet purpose. His oxford shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a "hello there."

James wears his NHS lanyard not merely as institutional identification but as a symbol of inclusion. It rests against a neatly presented outfit that betrays nothing of the tumultuous journey that led him to this place.

What sets apart James from many of his colleagues is not obvious to the casual observer. His presence 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 experienced life in local authority care.

"It felt like the NHS was putting its arm around me," James reflects, his voice steady but tinged with emotion. His statement captures the core of a programme that aims to reinvent 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 poorer mental health outcomes, economic uncertainty, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Underlying these impersonal figures are human stories of young people who have traversed a system that, despite genuine attempts, frequently fails in delivering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. Fundamentally, it acknowledges that the entire state and civil society should function as a "universal family" for those who haven't experienced the constancy of a traditional family setting.

Ten pathfinder integrated care boards across England have charted the course, developing systems that rethink how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is thorough in its approach, starting from thorough assessments of existing practices, establishing governance structures, and garnering senior buy-in. It understands that successful integration requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a regular internal communication network with representatives who can offer support, advice, and guidance on personal welfare, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—rigid and possibly overwhelming—has been thoughtfully adapted. Job advertisements now emphasize character attributes rather than long lists of credentials. Application processes have been reconsidered to address the particular difficulties care leavers might encounter—from missing employment history to facing barriers to 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 safety net of parental assistance. Concerns like transportation costs, identification documents, and banking arrangements—taken for granted by many—can become significant barriers.

The brilliance 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 seemingly minor aspects like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose career trajectory has "changed" his life, the Programme offered more than work. It gave him a perception of inclusion—that intangible quality that grows when someone senses worth 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 comments, his eyes reflecting the modest fulfillment of someone who has secured his position. "It's about a family of different jobs and roles, a team of people who really connect."

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a powerful statement that organizations can evolve to embrace those who have navigated different paths. In doing so, they not only alter individual futures but enrich themselves through the unique perspectives that care leavers contribute.

As James moves through the hospital, his presence quietly demonstrates that with the right assistance, care leavers can thrive in environments once deemed unattainable. The support that the NHS has provided through this Programme symbolizes not charity but acknowledgment of overlooked talent and the essential fact that each individual warrants a support system that believes in them.