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

James displays his credentials not merely as an employee badge but as a testament of acceptance. It hangs against a well-maintained uniform that betrays nothing of the difficult path that led him to this place.

What separates James from many of his colleagues is not immediately apparent. His demeanor gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking designed specifically for young people who have spent time in care.

"I found genuine support within the NHS structure," James explains, his voice controlled but carrying undertones of feeling. His observation encapsulates the heart of a programme that seeks to reinvent how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The figures tell a troubling story. Care leavers frequently encounter poorer mental health outcomes, money troubles, accommodation difficulties, and diminished educational achievements compared to their age-mates. Beneath these clinical numbers are personal narratives of young people who have navigated a system that, despite good efforts, frequently fails in providing the stable base that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a significant change in systemic approach. Fundamentally, it recognizes that the whole state and civil society should function as a "universal family" for those who have missed out on the security of a traditional family setting.

Ten pathfinder integrated care boards across England have led the way, establishing frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its methodology, initiating with detailed evaluations of existing practices, forming management frameworks, and obtaining executive backing. It understands that effective inclusion requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a reliable information exchange with representatives who can provide help and direction on personal welfare, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—formal and possibly overwhelming—has been carefully modified. Job advertisements now highlight character attributes rather than numerous requirements. Application processes have been reimagined to accommodate the particular difficulties care leavers might experience—from lacking professional references to facing barriers to internet access.

Possibly most crucially, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the support of family resources. Issues like transportation costs, proper ID, and banking arrangements—assumed basic by many—can become significant barriers.

The brilliance of the Programme lies in its attention to detail—from outlining compensation information to helping with commuting costs until that critical first payday. Even ostensibly trivial elements like break times and professional behavior are deliberately addressed.

For James, whose career trajectory has "transformed" his life, the Programme offered more than employment. It offered him a sense of belonging—that ineffable quality that develops when someone is appreciated not despite their history but because their distinct perspective enhances the institution.

"Working for the NHS isn't just about doctors and nurses," James notes, his gaze showing the modest fulfillment of someone who has discovered belonging. "It's about a community of different jobs and roles, a team of people who genuinely care."

The NHS Universal Family Programme exemplifies more than an job scheme. It stands as a powerful statement that systems can change to embrace those who have known different challenges. In doing so, they not only change personal trajectories but improve their services through the distinct viewpoints that care leavers bring to the table.

As James navigates his workplace, his participation silently testifies that with the right help, care leavers can flourish in environments once considered beyond reach. The support that the NHS has offered through this Programme symbolizes not charity but appreciation of untapped potential and the profound truth that everyone deserves a support system that supports their growth.