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 whisper against the floor as he greets colleagues—some by name, others with the universal currency of a "hello there."

James carries his identification not merely as an employee badge but as a symbol of belonging. It hangs against a neatly presented outfit that betrays nothing of the difficult path that led him to this place.

What distinguishes 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 crafted intentionally for young people who have spent time in care.

"I found genuine support within the NHS structure," James says, his voice measured but revealing subtle passion. His remark captures the core of a programme that aims to revolutionize how the vast healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have transitioned from the care system.

The figures tell a troubling story. Care leavers commonly experience greater psychological challenges, money troubles, shelter insecurities, and diminished educational achievements compared to their peers. Behind these impersonal figures are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, often falls short in delivering the stable base that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a profound shift in organizational perspective. Fundamentally, it acknowledges that the entire state and civil society should function as a "universal family" for those who have missed out on the constancy of a traditional family setting.

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

The Programme is detailed in its approach, beginning with thorough assessments of existing policies, forming oversight mechanisms, and securing leadership support. It recognizes that meaningful participation requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a consistent support system with representatives who can provide support, advice, and guidance on mental health, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—structured and often daunting—has been carefully modified. Job advertisements now emphasize character attributes rather than long lists of credentials. Application processes have been redesigned to accommodate the specific obstacles care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Maybe most importantly, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be navigating autonomy without the support of familial aid. Concerns like commuting fees, identification documents, and bank accounts—taken for granted by many—can become major obstacles.

The beauty of the Programme lies in its attention to detail—from outlining compensation information to offering travel loans until that crucial first payday. Even apparently small matters like coffee breaks and workplace conduct are carefully explained.

For James, whose professional path has "revolutionized" his life, the Programme provided more than work. It offered him a feeling of connection—that elusive quality that develops when someone senses worth not despite their background but because their particular journey enhances 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 found his place. "It's about a collective of different jobs and roles, a family of people who truly matter."

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

As James moves through the hospital, his participation quietly demonstrates that with the right assistance, care leavers can thrive in environments once thought inaccessible. The support that the NHS has offered through this Programme signifies not charity but acknowledgment of overlooked talent and the fundamental reality that each individual warrants a support system that supports their growth.