Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His oxford shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a "good morning."

James carries his identification not merely as institutional identification but as a symbol of acceptance. It rests against a neatly presented outfit that offers no clue of the difficult path that brought him here.

What sets apart James from many of his colleagues is not immediately apparent. 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.

"I found genuine support within the NHS structure," James says, his voice controlled but revealing subtle passion. His remark encapsulates the heart of a programme that strives to reinvent how the massive 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 frequently encounter poorer mental health outcomes, financial instability, accommodation difficulties, and diminished educational achievements compared to their peers. Behind these clinical numbers are individual journeys of young people who have maneuvered through a system that, despite genuine attempts, often falls short in delivering the nurturing environment that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a profound shift in systemic approach. At its core, it accepts that the whole state and civil society should function as a "universal family" for those who have missed out on the stability of a typical domestic environment.

Ten pathfinder integrated care boards across England have charted the course, establishing structures that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is thorough in its methodology, starting from thorough assessments of existing practices, establishing oversight mechanisms, and obtaining executive backing. It recognizes that meaningful participation requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a reliable information exchange with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—formal and potentially intimidating—has been carefully modified. Job advertisements now emphasize character attributes rather than extensive qualifications. Application procedures have been reconsidered to accommodate the unique challenges care leavers might face—from lacking professional references to having limited internet access.

Maybe most importantly, the Programme acknowledges that entering the workforce can present unique challenges for care leavers who may be managing independent living without the backup of family resources. Concerns like commuting fees, identification documents, and bank accounts—considered standard by many—can become major obstacles.

The brilliance of the Programme lies in its meticulous consideration—from explaining payslip deductions to helping with commuting costs until that critical first salary payment. Even ostensibly trivial elements like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose professional path has "changed" his life, the Programme delivered more than a job. It provided him a sense of belonging—that ineffable quality that develops when someone is appreciated not despite their background but because their distinct perspective improves the workplace.

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

The NHS Universal Family Programme represents more than an work program. It stands as a powerful statement that institutions can adapt to embrace those who have known different challenges. In doing so, they not only alter individual futures but improve their services through the special insights that care leavers provide.

As James walks the corridors, his presence subtly proves that with the right assistance, care leavers can thrive in environments once thought inaccessible. The support that the NHS has offered through this Programme signifies not charity but acknowledgment of overlooked talent and the essential fact that all people merit a community that supports their growth.