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

James displays his credentials not merely as an employee badge but as a testament of inclusion. It sits against a well-maintained uniform that gives no indication of the difficult path that preceded his arrival.

What distinguishes James from many of his colleagues is not visible on the surface. His demeanor gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort crafted intentionally for young people who have been through the care system.

"The Programme embraced me when I needed it most," James reflects, his voice controlled but revealing subtle passion. His remark encapsulates the core of a programme that aims to transform how the massive healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The figures paint a stark picture. Care leavers frequently encounter greater psychological challenges, economic uncertainty, shelter insecurities, and diminished educational achievements compared to their peers. Underlying these impersonal figures are individual journeys of young people who have maneuvered through a system that, despite good efforts, often falls short in providing 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 profound shift in systemic approach. Fundamentally, it acknowledges that the complete 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 charted the course, developing 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 approach, initiating with detailed evaluations of existing procedures, establishing oversight mechanisms, and obtaining leadership support. It acknowledges that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've created a consistent support system with representatives who can provide help and direction on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—formal and potentially intimidating—has been carefully modified. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Application processes have been reimagined to consider the unique challenges care leavers might experience—from not having work-related contacts to having limited internet access.

Maybe most importantly, the Programme understands that starting a job can create specific difficulties for care leavers who may be managing independent living without the backup of familial aid. Concerns like commuting fees, personal documentation, and bank accounts—assumed basic by many—can become major obstacles.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to offering travel loans until that essential first wage disbursement. Even ostensibly trivial elements like break times and professional behavior are deliberately addressed.

For James, whose professional path has "revolutionized" his life, the Programme delivered more than work. It offered him a sense of belonging—that intangible quality that emerges when someone feels valued not despite their background but because their particular journey enhances the workplace.

"Working for the NHS isn't just about doctors and nurses," James observes, his expression revealing the modest fulfillment of someone who has found his place. "It's about a family of different jobs and roles, a group of people who truly matter."

The NHS Universal Family Programme exemplifies more than an job scheme. It stands as a bold declaration that organizations can adapt to welcome those who have experienced life differently. In doing so, they not only alter individual futures but improve their services through the distinct viewpoints that care leavers bring to the table.

As James moves through the hospital, his involvement quietly demonstrates that with the right support, care leavers can thrive in environments once considered beyond reach. The support that the NHS has extended through this Programme symbolizes not charity but appreciation of hidden abilities and the fundamental reality that each individual warrants a family that supports their growth.