Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear barely make a sound as he acknowledges colleagues—some by name, others with the comfortable currency of a "good morning."

James displays his credentials not merely as a security requirement but as a declaration of belonging. It rests against a well-maintained uniform that gives no indication of the tumultuous journey that brought him here.

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

"I found genuine support within the NHS structure," James says, his voice measured but revealing subtle passion. His remark encapsulates the heart of a programme that seeks to transform how the vast healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures reveal a challenging reality. Care leavers often face poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their peers. Underlying these clinical numbers are human stories of young people who have navigated a system that, despite good efforts, frequently fails in offering the supportive foundation that molds most young lives.

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

Ten pathfinder integrated care boards across England have blazed the trail, establishing systems that reimagine how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is thorough in its approach, starting from detailed evaluations of existing policies, establishing management frameworks, and securing senior buy-in. It understands that meaningful participation requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a reliable information exchange with representatives who can offer support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—structured and often daunting—has been thoughtfully adapted. Job advertisements now focus on attitudinal traits rather than extensive qualifications. Application procedures have been reimagined to accommodate the unique challenges care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be managing independent living without the backup 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 attention to detail—from outlining compensation information to providing transportation assistance until that crucial first payday. Even seemingly minor aspects like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose NHS journey has "transformed" his life, the Programme provided more than employment. It offered him a sense of belonging—that elusive quality that emerges when someone feels valued not despite their history but because their particular journey enhances the workplace.

"Working for the NHS isn't just about doctors and nurses," James observes, his eyes reflecting the quiet pride of someone who has found his place. "It's about a collective of different jobs and roles, a family of people who genuinely care."

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a powerful statement that organizations can change to embrace those who have known different challenges. In doing so, they not only transform individual lives but improve their services through the unique perspectives that care leavers contribute.

As James navigates his workplace, his involvement quietly demonstrates that with the right help, care leavers can thrive in environments once deemed unattainable. The embrace that the NHS has provided through this Programme signifies not charity but recognition of overlooked talent and the profound truth that each individual warrants a community that supports their growth.