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 whisper against the floor as he greets colleagues—some by name, others with the familiar currency of a "hello there."

James wears his NHS lanyard not merely as institutional identification but as a symbol of acceptance. It sits against a well-maintained uniform that gives no indication of the tumultuous journey that led him to this place.

What distinguishes James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking designed specifically for young people who have been through the care system.

"It felt like the NHS was putting its arm around me," James reflects, his voice controlled but carrying undertones of feeling. His remark captures the heart of a programme that seeks to transform how the vast healthcare system views care leavers—those often overlooked 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, money troubles, shelter insecurities, and diminished educational achievements compared to their age-mates. Underlying these clinical numbers are personal narratives of young people who have traversed a system that, despite good efforts, regularly misses the mark in providing the supportive foundation that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a profound shift in organizational perspective. At its heart, it acknowledges that the whole state and civil society should function as a "universal family" for those who haven't known the constancy of a traditional family setting.

Ten pioneering healthcare collectives across England have led the way, creating frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is thorough in its methodology, starting from detailed evaluations of existing policies, creating governance structures, and securing leadership support. It acknowledges 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 established a regular internal communication network with representatives who can provide help and direction on personal welfare, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Application processes have been redesigned to consider the specific obstacles care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Possibly most crucially, the Programme recognizes that starting a job can create specific difficulties for care leavers who may be managing independent living without the support of familial aid. Concerns like commuting fees, personal documentation, and banking arrangements—assumed basic by many—can become significant barriers.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that crucial first wage disbursement. Even ostensibly trivial elements like rest periods and office etiquette are thoughtfully covered.

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

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing 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 genuinely care."

The NHS Universal Family Programme embodies more than an work program. It stands as a powerful statement that systems can change to include those who have navigated different paths. In doing so, they not only transform individual lives but enrich themselves through the special insights that care leavers bring to the table.

As James moves through the hospital, his participation subtly proves that with the right support, care leavers can thrive in environments once considered beyond reach. The support that the NHS has provided through this Programme represents not charity but appreciation of hidden abilities and the fundamental reality that everyone deserves a family that champions their success.