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

James wears his NHS lanyard not merely as an employee badge but as a symbol of acceptance. It sits against a pressed shirt that betrays nothing of the tumultuous journey that led him to this place.

What separates James from many of his colleagues is not visible on the surface. His presence discloses nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking designed specifically 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 revealing subtle passion. His observation encapsulates the heart of a programme that seeks to revolutionize how the enormous healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures tell a troubling story. Care leavers often face higher rates of mental health issues, financial instability, accommodation difficulties, and diminished educational achievements compared to their peers. Underlying these cold statistics are personal narratives of young people who have traversed a system that, despite best intentions, often falls short in providing the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a significant change in systemic approach. At its core, it accepts that the whole state and civil society should function as a "universal family" for those who haven't experienced the stability of a traditional family setting.

Ten pioneering healthcare collectives across England have led the way, establishing structures that rethink how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is meticulous in its strategy, initiating with detailed evaluations of existing policies, creating governance structures, and garnering executive backing. It recognizes that effective inclusion requires more than lofty goals—it demands practical measures.

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

The conventional NHS recruitment process—rigid and often daunting—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than numerous requirements. Applications have been reimagined to consider the particular difficulties care leavers might face—from not having work-related contacts to having limited internet access.

Perhaps most significantly, the Programme recognizes that entering the workforce can pose particular problems for care leavers who may be navigating autonomy without the support of parental assistance. Concerns like commuting fees, proper ID, and banking arrangements—considered standard by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to providing transportation assistance until that crucial first wage disbursement. Even seemingly minor aspects like break times and professional behavior are carefully explained.

For James, whose career trajectory has "transformed" his life, the Programme provided more than work. It provided him a sense of belonging—that intangible quality that grows when someone is appreciated not despite their history but because their distinct perspective enhances the workplace.

"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 community of different jobs and roles, a family of people who truly matter."

The NHS Universal Family Programme embodies more than an employment initiative. It exists as a strong assertion that institutions can evolve to embrace those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the unique perspectives that care leavers contribute.

As James moves through the hospital, his involvement quietly demonstrates that with the right help, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has provided through this Programme represents not charity but acknowledgment of hidden abilities and the profound truth that each individual warrants a support system that believes in them.