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

James displays his credentials not merely as a security requirement but as a declaration of belonging. It hangs against a well-maintained uniform that betrays nothing of the tumultuous journey that brought him here.

What sets apart James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative 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 measured but revealing subtle passion. His remark encapsulates the core of a programme that aims to reinvent how the massive healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The numbers tell a troubling story. Care leavers frequently encounter higher rates of mental health issues, financial instability, housing precarity, and lower academic success compared to their age-mates. Beneath these clinical numbers are individual journeys of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in providing the stable base that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a profound shift in systemic approach. At its heart, it recognizes that the complete state and civil society should function as a "communal support system" for those who haven't known the stability of a typical domestic environment.

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

The Programme is thorough in its approach, initiating with detailed evaluations of existing policies, forming oversight mechanisms, and garnering leadership support. It recognizes that effective inclusion requires more than lofty goals—it demands concrete steps.

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

The standard NHS recruitment process—structured and potentially intimidating—has been thoughtfully adapted. Job advertisements now focus on character attributes rather than long lists of credentials. Application processes have been reconsidered to consider the unique challenges care leavers might encounter—from lacking professional references 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 handling self-sufficiency without the backup of parental assistance. Concerns like commuting fees, proper ID, and bank accounts—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its attention to detail—from clarifying salary details to providing transportation assistance until that essential first payday. Even seemingly minor aspects like rest periods and professional behavior are thoughtfully covered.

For James, whose NHS journey has "revolutionized" his life, the Programme offered more than a job. It provided him a perception of inclusion—that intangible quality that grows when someone is appreciated not despite their background but because their distinct perspective enhances the workplace.

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

The NHS Universal Family Programme embodies more than an employment initiative. It exists as a bold declaration that systems 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 distinct viewpoints that care leavers bring to the table.

As James navigates his workplace, his participation subtly proves that with the right support, care leavers can succeed in environments once thought inaccessible. The embrace that the NHS has offered through this Programme signifies not charity but acknowledgment of overlooked talent and the essential fact that everyone deserves a family that champions their success.