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 smart shoes whisper against the floor as he greets colleagues—some by name, others with the comfortable currency of a "how are you."

James carries his identification not merely as an employee badge but as a symbol of inclusion. It hangs against a pressed shirt that offers no clue of the tumultuous journey that brought him here.

What distinguishes James from many of his colleagues is not visible on the surface. His presence gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

"I found genuine support within the NHS structure," James says, his voice steady but tinged with emotion. His statement encapsulates the core of a programme that strives to transform how the enormous healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.

The figures tell a troubling story. Care leavers commonly experience poorer mental health outcomes, financial instability, accommodation difficulties, and diminished educational achievements compared to their age-mates. Underlying these impersonal figures are human stories of young people who have navigated a system that, despite best intentions, often falls short in delivering the stable base that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. At its heart, it recognizes that the entire state and civil society should function as a "collective parent" for those who haven't experienced the stability of a traditional family setting.

Ten pioneering healthcare collectives across England have blazed the trail, establishing systems that reimagine how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is thorough in its methodology, initiating with thorough assessments of existing policies, forming governance structures, and obtaining senior buy-in. It understands that effective inclusion requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a consistent support system with representatives who can deliver assistance and counsel on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Application processes have been reconsidered to accommodate the particular difficulties care leavers might experience—from not having work-related contacts to struggling with internet access.

Possibly most crucially, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Concerns like commuting fees, identification documents, and bank accounts—taken for granted 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 coffee breaks and workplace conduct are carefully explained.

For James, whose professional path has "revolutionized" his life, the Programme provided more than work. It gave him a sense of belonging—that elusive quality that grows when someone senses worth not despite their background but because their unique life experiences improves the institution.

"Working for the NHS isn't just about doctors and nurses," James observes, 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 truly matter."

The NHS Universal Family Programme represents more than an job scheme. It exists as a strong assertion that organizations can evolve to include those who have known different challenges. In doing so, they not only transform individual lives but enrich themselves through the special insights that care leavers bring to the table.

As James walks the corridors, his presence silently testifies that with the right support, care leavers can succeed in environments once deemed unattainable. The support that the NHS has provided through this Programme signifies not charity but acknowledgment of overlooked talent and the fundamental reality that everyone deserves a community that believes in them.