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

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

What sets apart James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative designed specifically for young people who have been through the care system.

"I found genuine support within the NHS structure," James explains, his voice measured but tinged with emotion. His remark captures the heart of a programme that seeks to revolutionize how the massive healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The numbers tell a troubling story. Care leavers commonly experience higher rates of mental health issues, financial instability, housing precarity, and reduced scholarly attainment compared to their contemporaries. Behind these clinical numbers are human stories of young people who have maneuvered through a system that, despite good efforts, frequently fails in providing the nurturing environment that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's pledge to the Care Leaver Covenant, embodies a profound shift in systemic approach. At its core, it acknowledges that the entire state and civil society should function as a "universal family" for those who haven't experienced the security of a traditional family setting.

A select group of healthcare regions across England have blazed the trail, creating structures that reimagine how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is thorough in its strategy, initiating with thorough assessments of existing practices, forming governance structures, and obtaining leadership support. It recognizes that effective inclusion requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've established a regular internal communication network with representatives who can provide help and direction on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Applications have been reconsidered to address the unique challenges care leavers might face—from missing employment history to facing barriers to internet access.

Maybe most importantly, the Programme recognizes that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the support of family resources. Matters like transportation costs, identification documents, and banking arrangements—considered standard by many—can become significant barriers.

The beauty of the Programme lies in its meticulous consideration—from clarifying salary details to offering travel loans until that crucial first payday. Even ostensibly trivial elements like break times and workplace conduct are deliberately addressed.

For James, whose professional path has "transformed" his life, the Programme provided more than a job. It offered him a feeling of connection—that intangible quality that develops when someone feels valued not despite their history but because their distinct perspective 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 family of different jobs and roles, a family of people who really connect."

The NHS Universal Family Programme exemplifies more than an work program. It stands as a powerful statement that institutions can evolve to welcome those who have experienced life differently. In doing so, they not only change personal trajectories but enhance their operations through the unique perspectives that care leavers provide.

As James navigates his workplace, his involvement quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The embrace that the NHS has provided through this Programme represents not charity but appreciation of overlooked talent and the fundamental reality that everyone deserves a family that supports their growth.