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 move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a "good morning."

James displays his credentials not merely as a security requirement but as a symbol of belonging. It hangs against a pressed shirt that offers no clue of the tumultuous journey that brought him here.

What separates James from many of his colleagues is not immediately apparent. His presence reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have been through the care system.

"It felt like the NHS was putting its arm around me," James says, his voice controlled but tinged with emotion. His statement summarizes the core of a programme that seeks to revolutionize how the massive healthcare system perceives 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 frequently encounter greater psychological challenges, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their peers. Underlying these cold statistics are human stories of young people who have navigated a system that, despite genuine attempts, often falls short in delivering the stable base that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a substantial transformation in systemic approach. At its core, it acknowledges that the entire state and civil society should function as a "universal family" for those who have missed out on the stability of a conventional home.

A select group of healthcare regions across England have charted the course, creating frameworks that reconceptualize how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is meticulous in its approach, starting from comprehensive audits of existing practices, forming management frameworks, and obtaining leadership support. 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 regular internal communication network with representatives who can provide help and direction on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than numerous requirements. Applications have been reconsidered to accommodate the particular difficulties care leavers might experience—from not having work-related contacts to struggling with 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 family resources. Matters like travel expenses, proper ID, and banking arrangements—assumed basic by many—can become significant barriers.

The brilliance of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that crucial first salary payment. Even seemingly minor aspects like coffee breaks and professional behavior are deliberately addressed.

For James, whose NHS journey has "transformed" his life, the Programme provided more than a job. It offered him a perception of inclusion—that intangible quality that develops when someone senses worth not despite their history but because their distinct perspective enhances the workplace.

"Working for the NHS isn't just about doctors and nurses," James notes, his eyes reflecting the subtle satisfaction of someone who has discovered belonging. "It's about a community of different jobs and roles, a family of people who genuinely care."

The NHS Universal Family Programme embodies more than an job scheme. It functions as a bold declaration that organizations can adapt to embrace those who have known different challenges. In doing so, they not only alter individual futures but enhance their operations through the distinct viewpoints that care leavers bring to the table.

As James navigates his workplace, his involvement silently testifies that with the right help, care leavers can flourish in environments once considered beyond reach. The embrace that the NHS has offered through this Programme represents not charity but recognition of untapped potential and the profound truth that each individual warrants a support system that supports their growth.