Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His oxford shoes move with deliberate precision 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 inclusion. It rests against a neatly presented outfit that offers no clue of the challenging road that led him to this place.

What separates 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 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 explains, his voice controlled but carrying undertones of feeling. His remark summarizes the essence of a programme that strives to reinvent how the vast healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have transitioned from the care system.

The numbers tell a troubling story. Care leavers often face greater psychological challenges, financial instability, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Beneath these cold statistics are personal narratives of young people who have traversed a system that, despite best intentions, frequently fails in providing the supportive foundation 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 profound shift in systemic approach. At its heart, it recognizes that the complete state and civil society should function as a "universal family" for those who haven't experienced the security of a traditional family setting.

Ten pioneering healthcare collectives across England have led the way, developing structures that reimagine how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is detailed in its approach, starting from comprehensive audits of existing procedures, establishing oversight mechanisms, and garnering executive backing. It understands that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a regular internal communication network with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now highlight character attributes rather than extensive qualifications. Applications have been reimagined to consider the unique challenges care leavers might face—from missing employment history to facing barriers to internet access.

Possibly most crucially, the Programme understands that beginning employment can pose particular problems for care leavers who may be handling self-sufficiency without the support of parental assistance. Issues like transportation costs, personal documentation, and bank accounts—considered standard by many—can become substantial hurdles.

The elegance of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that essential first payday. Even apparently small matters like rest periods and professional behavior are carefully explained.

For James, whose professional path has "transformed" his life, the Programme provided more than work. It offered him a sense of belonging—that ineffable quality that develops when someone is appreciated not despite their past but because their particular journey enriches the institution.

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

The NHS Universal Family Programme exemplifies more than an job scheme. It functions as a powerful statement that institutions can adapt to embrace those who have navigated different paths. In doing so, they not only alter individual futures but enhance their operations through the distinct viewpoints that care leavers provide.

As James walks the corridors, his presence quietly demonstrates that with the right help, care leavers can flourish in environments once thought inaccessible. The embrace that the NHS has extended through this Programme signifies not charity but appreciation of hidden abilities and the fundamental reality that each individual warrants a support system that supports their growth.