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 barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a "hello there."

James displays his credentials not merely as institutional identification but as a symbol of belonging. It sits against a neatly presented outfit that gives no indication of the challenging road that preceded his arrival.

What distinguishes James from many of his colleagues is not visible on the surface. His demeanor reveals nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking 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 carrying undertones of feeling. His remark summarizes the heart of a programme that seeks to revolutionize how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures paint a stark picture. Care leavers frequently encounter higher rates of mental health issues, money troubles, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have navigated a system that, despite best intentions, often falls short in delivering the nurturing environment that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a substantial transformation in systemic approach. At its heart, it recognizes that the entire state and civil society should function as a "universal family" for those who have missed out on the stability of a traditional family setting.

A select group of healthcare regions across England have blazed the trail, developing structures that rethink how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is thorough in its approach, beginning with detailed evaluations of existing procedures, forming oversight mechanisms, and garnering executive backing. It understands that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they've established a consistent support system with representatives who can offer support, advice, and guidance on personal welfare, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—rigid and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than numerous requirements. Application processes have been reimagined to consider the specific obstacles care leavers might encounter—from lacking professional references to facing barriers to internet access.

Maybe most importantly, the Programme recognizes that starting a job can present unique challenges for care leavers who may be handling self-sufficiency without the support of family resources. Concerns like transportation costs, identification documents, and financial services—considered standard by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from clarifying salary details to providing transportation assistance until that critical first salary payment. Even apparently small matters like rest periods and workplace conduct are carefully explained.

For James, whose professional path has "revolutionized" his life, the Programme offered more than employment. It offered him a sense of belonging—that elusive quality that develops when someone is appreciated not despite their history but because their distinct perspective enhances the workplace.

"Working for the NHS isn't just about doctors and nurses," James notes, his eyes reflecting the quiet pride of someone who has secured his position. "It's about a family of different jobs and roles, a team of people who truly matter."

The NHS Universal Family Programme embodies more than an job scheme. It functions as a powerful statement that organizations can change to include those who have navigated different paths. In doing so, they not only alter individual futures but enhance their operations through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his presence subtly proves that with the right support, care leavers can flourish in environments once thought inaccessible. The support that the NHS has provided through this Programme signifies not charity but appreciation of hidden abilities and the fundamental reality that all people merit a support system that champions their success.