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 polished footwear move with deliberate precision as he greets colleagues—some by name, others with the universal currency of a "hello there."

James wears his NHS lanyard not merely as an employee badge but as a testament of inclusion. It rests against a well-maintained uniform that betrays nothing of the difficult path that led him to this place.

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 crafted intentionally for young people who have spent time in care.

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

The numbers reveal a challenging reality. Care leavers frequently encounter higher rates of mental health issues, economic uncertainty, accommodation difficulties, and diminished educational achievements compared to their peers. Behind these clinical numbers are human stories of young people who have maneuvered through a system that, despite genuine attempts, frequently fails in delivering the supportive foundation that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a substantial transformation in institutional thinking. At its heart, it accepts that the whole state and civil society should function as a "universal family" for those who haven't known the constancy of a typical domestic environment.

Ten pioneering healthcare collectives across England have charted the course, creating structures that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, starting from thorough assessments of existing procedures, creating management frameworks, and garnering executive backing. 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 consistent support system with representatives who can provide support, advice, and guidance on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now focus on personal qualities rather than extensive qualifications. Applications have been redesigned to address the unique challenges care leavers might experience—from lacking professional references to having limited internet access.

Perhaps most significantly, the Programme understands that entering the workforce can present unique challenges for care leavers who may be managing independent living without the backup of parental assistance. Matters like travel expenses, personal documentation, and banking arrangements—assumed basic by many—can become significant barriers.

The brilliance of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that critical first salary payment. Even ostensibly trivial elements like break times and workplace conduct are deliberately addressed.

For James, whose professional path has "changed" his life, the Programme offered more than employment. It gave him a sense of belonging—that elusive quality that develops when someone senses worth not despite their past but because their distinct perspective improves the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the quiet pride of someone who has secured his position. "It's about a family of different jobs and roles, a team of people who genuinely care."

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a strong assertion that institutions can change to welcome those who have known different challenges. In doing so, they not only alter individual futures but improve their services through the unique perspectives that care leavers provide.

As James moves through the hospital, his presence subtly proves that with the right help, care leavers can succeed in environments once thought inaccessible. The arm that the NHS has offered through this Programme symbolizes not charity but acknowledgment of untapped potential and the fundamental reality that all people merit a support system that champions their success.