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

James wears his NHS lanyard not merely as a security requirement but as a symbol of inclusion. It rests against a neatly presented outfit that betrays nothing of the difficult path that led him to this place.

What separates James from many of his colleagues is not immediately apparent. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking designed specifically for young people who have spent time in care.

"I found genuine support within the NHS structure," James reflects, his voice controlled but carrying undertones of feeling. His remark encapsulates the heart of a programme that aims to transform how the enormous healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The figures paint a stark picture. Care leavers often face higher rates of mental health issues, money troubles, shelter insecurities, and diminished educational achievements compared to their contemporaries. Beneath these cold statistics are human stories of young people who have navigated a system that, despite good efforts, regularly misses the mark in providing the supportive foundation that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, represents a significant change in organizational perspective. At its core, it accepts that the complete state and civil society should function as a "collective parent" for those who haven't known the stability of a conventional home.

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

The Programme is detailed in its strategy, beginning with comprehensive audits of existing procedures, creating governance structures, and obtaining executive backing. It acknowledges that successful integration requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they've created a consistent support system with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—rigid and potentially intimidating—has been intentionally adjusted. Job advertisements now focus on personal qualities rather than extensive qualifications. Application processes have been redesigned to address the unique challenges care leavers might face—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme acknowledges that entering the workforce can pose particular problems for care leavers who may be navigating autonomy without the support of familial aid. Issues like travel expenses, identification documents, and financial services—assumed basic by many—can become major obstacles.

The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that essential first wage disbursement. Even apparently small matters like rest periods and professional behavior are carefully explained.

For James, whose NHS journey has "changed" his life, the Programme offered more than a job. It offered him a feeling of connection—that elusive quality that emerges when someone is appreciated not despite their background but because their unique life experiences improves the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the subtle satisfaction of someone who has found his place. "It's about a collective of different jobs and roles, a team of people who truly matter."

The NHS Universal Family Programme represents more than an employment initiative. It stands as a powerful statement that organizations can adapt to include those who have known different challenges. In doing so, they not only transform individual lives but enhance their operations through the unique perspectives that care leavers provide.

As James navigates his workplace, his participation subtly proves that with the right support, care leavers can succeed in environments once deemed unattainable. The arm that the NHS has offered through this Programme signifies not charity but acknowledgment of hidden abilities and the essential fact that everyone deserves a support system that believes in them.