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 greets colleagues—some by name, others with the familiar currency of a "hello there."

James wears his NHS lanyard not merely as an employee badge but as a testament of belonging. It rests against a neatly presented outfit that gives no indication of the tumultuous journey that led him to this place.

What separates James from many of his colleagues is not obvious to the casual observer. His presence reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative designed specifically for young people who have spent time in care.

"The Programme embraced me when I needed it most," James says, his voice measured but tinged with emotion. His remark captures the core of a programme that seeks to revolutionize how the vast healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The numbers paint a stark picture. Care leavers commonly experience higher rates of mental health issues, money troubles, accommodation difficulties, and lower academic success compared to their contemporaries. Underlying these clinical numbers are individual journeys of young people who have maneuvered through a system that, despite genuine attempts, frequently fails in offering the supportive foundation that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, represents a profound shift in institutional thinking. Fundamentally, it recognizes that the whole state and civil society should function as a "universal family" for those who haven't experienced the security of a conventional home.

A select group of healthcare regions across England have charted the course, 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 strategy, beginning with comprehensive audits of existing practices, establishing management frameworks, and garnering executive backing. It acknowledges that meaningful participation requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a regular internal communication network with representatives who can provide help and direction on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Applications have been reimagined to address the specific obstacles care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Possibly most crucially, the Programme understands that entering the workforce can present unique challenges for care leavers who may be managing independent living without the safety net of parental assistance. Issues like commuting fees, identification documents, and banking arrangements—assumed basic by many—can become significant barriers.

The brilliance of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that critical first salary payment. Even apparently small matters like break times and workplace conduct are deliberately addressed.

For James, whose career trajectory has "changed" his life, the Programme provided more than employment. It provided him a sense of belonging—that ineffable quality that emerges when someone is appreciated not despite their history but because their unique life experiences improves the institution.

"Working for the NHS isn't just about doctors and nurses," James observes, his expression revealing the modest fulfillment of someone who has discovered belonging. "It's about a collective of different jobs and roles, a group of people who really connect."

The NHS Universal Family Programme exemplifies more than an job scheme. It exists as a powerful statement that organizations can adapt to welcome those who have navigated different paths. 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 walks the corridors, his participation quietly demonstrates that with the right support, care leavers can flourish in environments once considered beyond reach. The arm that the NHS has provided through this Programme represents not charity but appreciation of overlooked talent and the profound truth that all people merit a community that champions their success.