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

James wears his NHS lanyard not merely as an employee badge but as a symbol of belonging. It sits against a well-maintained uniform that betrays nothing of the difficult path that brought him here.

What sets apart James from many of his colleagues is not obvious to the casual observer. His bearing gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking created purposefully for young people who have been through the care system.

"The Programme embraced me when I needed it most," James says, his voice steady but carrying undertones of feeling. His observation captures the heart of a programme that seeks to reinvent how the enormous healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The statistics paint a stark picture. Care leavers often face poorer mental health outcomes, money troubles, shelter insecurities, and lower academic success compared to their age-mates. Beneath these impersonal figures are personal narratives of young people who have navigated a system that, despite good efforts, often falls short in providing the nurturing environment that shapes 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 systemic approach. At its heart, it recognizes that the whole state and civil society should function as a "communal support system" for those who haven't known the security of a typical domestic environment.

Ten pathfinder integrated care boards across England have blazed the trail, creating systems that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its strategy, starting from detailed evaluations of existing procedures, forming management frameworks, and garnering senior buy-in. It recognizes that effective inclusion requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they've established a reliable information exchange with representatives who can offer assistance and counsel on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—structured and often daunting—has been thoughtfully adapted. Job advertisements now emphasize character attributes rather than long lists of credentials. Application processes have been redesigned to address the specific obstacles care leavers might encounter—from not having work-related contacts to facing barriers to 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 support of family resources. Concerns like travel expenses, proper ID, and bank accounts—assumed basic by many—can become substantial hurdles.

The elegance of the Programme lies in its thorough planning—from explaining payslip deductions 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 "changed" his life, the Programme provided more than employment. It gave him a sense of belonging—that intangible quality that develops when someone senses worth not despite their history but because their distinct perspective improves the organization.

"Working for the NHS isn't just about doctors and nurses," James notes, his eyes reflecting the modest fulfillment of someone who has discovered belonging. "It's about a family 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 strong assertion that organizations can adapt to embrace those who have experienced life differently. In doing so, they not only change personal trajectories but enhance their operations through the unique perspectives that care leavers bring to the table.

As James navigates his workplace, his presence subtly proves that with the right support, care leavers can thrive in environments once deemed unattainable. The embrace that the NHS has provided through this Programme represents not charity but acknowledgment of untapped potential and the fundamental reality that everyone deserves a family that believes in them.