Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His smart shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a "how are you."

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 betrays nothing of the tumultuous journey that brought him here.

What separates James from many of his colleagues is not immediately apparent. His bearing gives away 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 experienced life in local authority care.

"I found genuine support within the NHS structure," James reflects, his voice steady but carrying undertones of feeling. His remark captures the heart of a programme that seeks to transform how the vast healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The statistics tell a troubling story. Care leavers commonly experience greater psychological challenges, economic uncertainty, shelter insecurities, and lower academic success compared to their contemporaries. Underlying these impersonal figures are personal narratives of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in delivering the nurturing environment that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a substantial transformation in organizational perspective. At its core, it acknowledges that the whole state and civil society should function as a "universal family" for those who haven't known the security of a conventional home.

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

The Programme is thorough in its methodology, starting from thorough assessments of existing procedures, forming management frameworks, and securing leadership support. 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 wellbeing, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—formal and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight character attributes rather than extensive qualifications. Applications have been reconsidered to consider the unique challenges care leavers might experience—from not having work-related contacts to struggling with internet access.

Possibly most crucially, the Programme recognizes that starting a job can pose particular problems for care leavers who may be managing independent living without the safety net of family resources. Concerns like transportation costs, proper ID, and bank accounts—taken for granted by many—can become substantial hurdles.

The beauty of the Programme lies in its meticulous consideration—from explaining payslip deductions to providing transportation assistance until that essential first salary payment. Even apparently small matters like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose career trajectory has "transformed" his life, the Programme offered more than employment. It gave him a perception of inclusion—that elusive quality that emerges when someone feels valued not despite their history but because their distinct perspective enriches the institution.

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

The NHS Universal Family Programme exemplifies more than an job scheme. It exists as a strong assertion that organizations can adapt to include those who have known different challenges. In doing so, they not only alter individual futures but enrich themselves through the distinct viewpoints that care leavers contribute.

As James walks the corridors, his participation quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The arm that the NHS has offered through this Programme symbolizes not charity but appreciation of untapped potential and the fundamental reality that everyone deserves a support system that supports their growth.