Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a "good morning."

James carries his identification not merely as an employee badge but as a declaration of belonging. It hangs against a well-maintained uniform that offers no clue of the difficult path that brought him here.

What separates James from many of his colleagues is not immediately apparent. His presence reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking created purposefully for young people who have been through the care system.

"It felt like the NHS was putting its arm around me," James says, his voice measured but tinged with emotion. His observation summarizes the heart of a programme that aims to revolutionize how the enormous healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The numbers reveal a challenging reality. Care leavers commonly experience greater psychological challenges, money troubles, shelter insecurities, and diminished educational achievements compared to their peers. Beneath these cold statistics are individual journeys of young people who have navigated a system that, despite genuine attempts, frequently fails in offering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, represents a profound shift in institutional thinking. At its heart, it acknowledges that the complete state and civil society should function as a "collective parent" for those who have missed out on the constancy of a traditional family setting.

A select group of healthcare regions across England have led the way, creating systems that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is meticulous in its methodology, beginning with thorough assessments of existing practices, creating management frameworks, and garnering executive backing. It recognizes that meaningful participation requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they've established a consistent support system with representatives who can provide support, advice, and guidance on mental health, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—rigid and often daunting—has been intentionally adjusted. Job advertisements now focus on character attributes rather than numerous requirements. Application processes have been redesigned to accommodate the particular difficulties care leavers might encounter—from not having work-related contacts to struggling with internet access.

Possibly most crucially, the Programme recognizes that starting a job can present unique challenges for care leavers who may be navigating autonomy without the backup of familial aid. Issues like transportation costs, proper ID, and bank accounts—assumed basic by many—can become significant barriers.

The brilliance of the Programme lies in its thorough planning—from outlining compensation information to providing transportation assistance until that critical first payday. Even seemingly minor aspects like rest periods and office etiquette are thoughtfully covered.

For James, whose professional path has "changed" his life, the Programme offered more than a job. It offered him a perception of inclusion—that ineffable quality that emerges when someone is appreciated not despite their past but because their distinct perspective improves the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the quiet pride of someone who has found his place. "It's about a family of different jobs and roles, a group of people who really connect."

The NHS Universal Family Programme represents more than an job scheme. It stands as a strong assertion that organizations can evolve to embrace those who have experienced life differently. In doing so, they not only transform individual lives but enrich themselves through the unique perspectives that care leavers bring to the table.

As James navigates his workplace, his presence subtly proves that with the right help, care leavers can flourish in environments once considered beyond reach. The support that the NHS has offered through this Programme signifies not charity but appreciation of overlooked talent and the fundamental reality that all people merit a community that champions their success.