In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His smart shoes barely make a sound as he acknowledges colleagues—some by name, others with the familiar currency of a "how are you."

James displays his credentials not merely as an employee badge but as a symbol of belonging. It hangs against a pressed shirt that betrays nothing of the tumultuous journey that led him to this place.

What sets apart James from many of his colleagues is not visible on the surface. His presence reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative designed specifically for young people who have been through the care system.

"It felt like the NHS was putting its arm around me," James says, his voice steady but tinged with emotion. His remark summarizes the essence of a programme that aims to reinvent how the vast healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The figures reveal a challenging reality. Care leavers often face poorer mental health outcomes, money troubles, housing precarity, and diminished educational achievements compared to their contemporaries. Underlying these clinical numbers are individual journeys of young people who have navigated a system that, despite genuine attempts, often falls short in delivering 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, signifies a profound shift in institutional thinking. Fundamentally, it acknowledges that the entire state and civil society should function as a "universal family" for those who have missed out on the security of a typical domestic environment.

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

The Programme is detailed in its approach, starting from thorough assessments of existing procedures, creating governance structures, and securing executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a reliable information exchange with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—formal and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight character attributes rather than numerous requirements. Applications have been redesigned to consider the specific obstacles care leavers might experience—from not having work-related contacts to facing barriers to internet access.

Possibly most crucially, the Programme acknowledges that starting a job can pose particular problems for care leavers who may be navigating autonomy without the backup of familial aid. Matters like commuting fees, identification documents, and financial services—considered standard by many—can become substantial hurdles.

The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that critical first payday. Even apparently small matters like break times and office etiquette are thoughtfully covered.

For James, whose career trajectory has "transformed" his life, the Programme provided more than a job. It provided him a feeling of connection—that ineffable 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 observes, his gaze showing the quiet pride of someone who has secured his position. "It's about a collective of different jobs and roles, a team of people who really connect."

The NHS Universal Family Programme represents more than an employment initiative. It exists as a powerful statement that systems can evolve to welcome those who have known different challenges. In doing so, they not only change personal trajectories but enhance their operations through the distinct viewpoints that care leavers provide.

As James walks the corridors, his participation quietly demonstrates that with the right help, care leavers can flourish in environments once thought inaccessible. The support that the NHS has extended through this Programme signifies not charity but appreciation of hidden abilities and the fundamental reality that everyone deserves a community that believes in them.