In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His oxford shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a "good morning."

James wears his NHS lanyard not merely as an employee badge but as a testament of belonging. It rests against a pressed shirt that betrays nothing of the challenging road that preceded his arrival.

What sets apart James from many of his colleagues is not visible on the surface. His presence discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort designed specifically for young people who have spent time in care.

"I found genuine support within the NHS structure," James explains, his voice controlled but carrying undertones of feeling. His observation encapsulates the essence of a programme that strives 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 numbers paint a stark picture. Care leavers commonly experience poorer mental health outcomes, money troubles, housing precarity, and lower academic success compared to their contemporaries. Underlying these clinical numbers are personal narratives of young people who have navigated a system that, despite good efforts, regularly misses the mark in providing the supportive foundation that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a significant change in institutional thinking. Fundamentally, it recognizes that the complete state and civil society should function as a "universal family" for those who have missed out on the security of a traditional family setting.

Ten pathfinder integrated care boards across England have charted the course, creating systems that rethink how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is detailed in its approach, beginning with thorough assessments of existing practices, establishing oversight mechanisms, and securing senior buy-in. It understands that effective inclusion requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a reliable information exchange with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—structured and possibly overwhelming—has been carefully modified. Job advertisements now highlight character attributes rather than numerous requirements. Applications have been reimagined to accommodate the particular difficulties care leavers might encounter—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme understands that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of family resources. Issues like travel expenses, proper ID, and banking arrangements—taken for granted by many—can become major obstacles.

The brilliance of the Programme lies in its thorough planning—from clarifying salary details to offering travel loans until that critical first wage disbursement. Even seemingly minor aspects like rest periods and professional behavior are deliberately addressed.

For James, whose career trajectory has "revolutionized" his life, the Programme delivered more than work. It provided him a sense of belonging—that elusive quality that grows when someone feels valued not despite their background but because their particular journey enhances the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his gaze showing 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 genuinely care."

The NHS Universal Family Programme exemplifies more than an job scheme. It exists as a bold declaration that organizations can adapt to welcome those who have navigated different paths. In doing so, they not only change personal trajectories but enrich themselves 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 succeed in environments once deemed unattainable. The embrace that the NHS has provided through this Programme symbolizes not charity but acknowledgment of overlooked talent and the profound truth that everyone deserves a family that believes in them.