Among the organized chaos of medical professionals 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 greets colleagues—some by name, others with the universal currency of a "good morning."

James wears his NHS lanyard not merely as institutional identification but as a testament of belonging. It hangs against a neatly presented outfit that betrays nothing of the challenging road that brought him here.

What separates 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 recruits of the NHS Universal Family Programme—an effort created purposefully for young people who have spent time in care.

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

The figures reveal a challenging reality. Care leavers often face poorer mental health outcomes, economic uncertainty, housing precarity, and diminished educational achievements compared to their peers. Underlying these cold statistics are individual journeys of young people who have navigated a system that, despite genuine attempts, often falls short in offering the nurturing environment that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a profound shift in organizational perspective. At its core, it accepts 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, creating systems that reconceptualize 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 practices, forming governance structures, and garnering senior buy-in. It acknowledges that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a regular internal communication network with representatives who can provide support, advice, and guidance on personal welfare, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now highlight personal qualities rather than long lists of credentials. Application processes have been redesigned to address the particular difficulties care leavers might encounter—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme understands that entering the workforce can present unique challenges for care leavers who may be navigating autonomy without the backup of parental assistance. Concerns like commuting fees, personal documentation, and financial services—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to helping with commuting costs until that critical first payday. Even apparently small matters like break times and workplace conduct are deliberately addressed.

For James, whose NHS journey has "changed" his life, the Programme provided more than a job. It offered him a perception of inclusion—that elusive quality that develops when someone senses worth not despite their background but because their distinct perspective improves the institution.

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

The NHS Universal Family Programme represents more than an job scheme. It stands as a powerful statement that institutions can evolve to welcome those who have known different challenges. In doing so, they not only change personal trajectories but improve their services through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his participation silently testifies that with the right help, care leavers can flourish in environments once deemed unattainable. The support that the NHS has extended through this Programme signifies not charity but appreciation of overlooked talent and the essential fact that all people merit a family that champions their success.