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 barely make a sound as he greets colleagues—some by name, others with the comfortable currency of a "how are you."

James carries his identification not merely as an employee badge but as a symbol of inclusion. It sits against a neatly presented outfit that betrays nothing of the tumultuous journey that brought him here.

What sets apart James from many of his colleagues is not obvious to the casual observer. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative created purposefully for young people who have experienced life in local authority care.

"It felt like the NHS was putting its arm around me," James says, his voice controlled but revealing subtle passion. His observation encapsulates the core 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 transitioned from the care system.

The numbers reveal a challenging reality. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, accommodation difficulties, and diminished educational achievements compared to their peers. Beneath these impersonal figures are individual journeys of young people who have navigated a system that, despite genuine attempts, often falls short in offering the stable base 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 significant change in systemic approach. At its core, it recognizes that the complete state and civil society should function as a "universal family" for those who haven't experienced the security of a typical domestic environment.

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

The Programme is meticulous in its strategy, starting from comprehensive audits of existing procedures, establishing governance structures, and garnering executive backing. It understands that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've established a reliable information exchange with representatives who can provide help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—formal and possibly overwhelming—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than numerous requirements. Application processes have been redesigned to accommodate the unique challenges care leavers might experience—from not having work-related contacts to struggling with internet access.

Perhaps most significantly, the Programme understands that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like commuting fees, identification documents, and banking arrangements—taken for granted by many—can become substantial hurdles.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to offering travel loans until that critical first salary payment. Even apparently small matters like coffee breaks and office etiquette are thoughtfully covered.

For James, whose NHS journey has "changed" his life, the Programme delivered more than a job. It gave him a perception of inclusion—that intangible quality that develops when someone is appreciated not despite their background but because their distinct perspective enriches the institution.

"Working for the NHS isn't just about doctors and nurses," James notes, his expression revealing the modest fulfillment of someone who has secured his position. "It's about a collective of different jobs and roles, a group of people who really connect."

The NHS Universal Family Programme embodies more than an employment initiative. It exists as a powerful statement that institutions can change to embrace those who have known different challenges. In doing so, they not only transform individual lives but enrich themselves through the distinct viewpoints that care leavers bring to the table.

As James navigates his workplace, his involvement silently testifies that with the right support, care leavers can succeed in environments once deemed unattainable. The support that the NHS has offered through this Programme signifies not charity but recognition of overlooked talent and the essential fact that each individual warrants a family that believes in them.