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 universal currency of a "good morning."

James displays his credentials not merely as an employee badge but as a declaration of inclusion. It sits against a well-maintained uniform that offers no clue of the tumultuous journey that preceded his arrival.

What separates James from many of his colleagues is not visible on the surface. His demeanor gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort 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 statement summarizes the essence of a programme that aims to transform how the massive healthcare system views care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The numbers reveal a challenging reality. Care leavers often face greater psychological challenges, money troubles, housing precarity, and lower academic success compared to their contemporaries. Beneath these cold statistics are individual journeys of young people who have navigated a system that, despite genuine attempts, regularly misses the mark in offering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a substantial transformation in organizational perspective. At its core, it acknowledges that the complete state and civil society should function as a "universal family" for those who have missed out on the stability of a traditional family setting.

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

The Programme is detailed in its methodology, starting from comprehensive audits of existing policies, creating oversight mechanisms, and obtaining senior buy-in. It understands that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a regular internal communication network with representatives who can offer assistance and counsel on wellbeing, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—rigid and potentially intimidating—has been carefully modified. Job advertisements now focus on attitudinal traits rather than numerous requirements. Application procedures have been redesigned to consider the specific obstacles care leavers might experience—from not having work-related contacts to struggling with internet access.

Maybe most importantly, the Programme recognizes that starting a job can present unique challenges for care leavers who may be managing independent living without the backup of family resources. Concerns like travel expenses, identification documents, and financial services—assumed basic by many—can become substantial hurdles.

The elegance of the Programme lies in its thorough planning—from clarifying salary details to offering travel loans until that crucial first payday. Even apparently small matters like rest periods and office etiquette are thoughtfully covered.

For James, whose NHS journey has "revolutionized" his life, the Programme offered more than work. It offered him a feeling of connection—that elusive quality that emerges when someone is appreciated not despite their background but because their unique life experiences enhances the institution.

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

The NHS Universal Family Programme represents more than an work program. It stands as a powerful statement that organizations can adapt to embrace those who have navigated different paths. In doing so, they not only alter individual futures but enhance their operations through the special insights that care leavers provide.

As James moves through the hospital, his presence silently testifies that with the right assistance, care leavers can thrive in environments once thought inaccessible. The support that the NHS has provided through this Programme symbolizes not charity but recognition of overlooked talent and the profound truth that all people merit a family that believes in them.