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 oxford shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a "how are you."

James wears his NHS lanyard not merely as an employee badge but as a declaration of belonging. It rests against a neatly presented outfit that gives no indication of the difficult path that led him to this place.

What separates 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 participants of the NHS Universal Family Programme—an undertaking designed specifically for young people who have spent time in care.

"It felt like the NHS was putting its arm around me," James reflects, his voice steady but carrying undertones of feeling. His observation encapsulates the heart of a programme that seeks to revolutionize how the vast healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The statistics reveal a challenging reality. Care leavers commonly experience higher rates of mental health issues, economic uncertainty, accommodation difficulties, and lower academic success compared to their peers. Underlying these impersonal figures are individual journeys of young people who have traversed a system that, despite good efforts, frequently fails in delivering the supportive foundation that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a substantial transformation in organizational perspective. At its heart, it acknowledges that the complete state and civil society should function as a "communal support system" for those who haven't known the stability of a conventional home.

Ten pathfinder integrated care boards across England have led the way, creating structures that rethink how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is detailed in its approach, initiating with thorough assessments of existing practices, creating governance structures, and obtaining executive backing. It recognizes that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they've established a consistent support system with representatives who can deliver support, advice, and guidance on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—rigid and often daunting—has been intentionally adjusted. Job advertisements now focus on personal qualities rather than long lists of credentials. Application processes have been reconsidered to address the particular difficulties care leavers might face—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme recognizes that starting a job can present unique challenges for care leavers who may be managing independent living without the backup of familial aid. Matters like travel expenses, identification documents, and banking arrangements—assumed basic by many—can become major obstacles.

The elegance of the Programme lies in its meticulous consideration—from clarifying salary details to offering travel loans until that essential first wage disbursement. Even apparently small matters like rest periods and workplace conduct are deliberately addressed.

For James, whose career trajectory has "changed" his life, the Programme delivered more than employment. It gave him a sense of belonging—that ineffable quality that develops when someone feels valued not despite their history but because their unique life experiences enhances the institution.

"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the subtle satisfaction of someone who has found his place. "It's about a collective of different jobs and roles, a group of people who genuinely care."

The NHS Universal Family Programme exemplifies more than an work program. It functions as a bold declaration that organizations can adapt to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but improve their services through the special insights that care leavers contribute.

As James moves through the hospital, his participation subtly proves that with the right assistance, care leavers can thrive 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 essential fact that everyone deserves a family that believes in them.