Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His smart shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a "how are you."

James wears his NHS lanyard not merely as a security requirement 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 sets apart James from many of his colleagues is not obvious to the casual observer. His demeanor reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative designed specifically for young people who have spent time in care.

"The Programme embraced me when I needed it most," James explains, his voice controlled but revealing subtle passion. His observation captures the essence of a programme that seeks to revolutionize how the massive healthcare system perceives care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The numbers reveal a challenging reality. Care leavers commonly experience higher rates of mental health issues, money troubles, shelter insecurities, and lower academic success compared to their contemporaries. Behind these impersonal figures are human stories of young people who have navigated a system that, despite best intentions, often falls short in delivering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a significant change 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 security of a traditional family setting.

Ten pathfinder integrated care boards across England have blazed the trail, establishing structures that reconceptualize how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is meticulous in its strategy, initiating with thorough assessments of existing procedures, forming governance structures, and obtaining executive backing. It understands that meaningful participation requires more than noble aims—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a consistent support system with representatives who can offer support, advice, and guidance on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—formal and often daunting—has been intentionally adjusted. Job advertisements now highlight personal qualities rather than extensive qualifications. Applications have been redesigned to accommodate the specific obstacles care leavers might encounter—from missing employment history to struggling with internet access.

Perhaps most significantly, the Programme understands that starting a job can present unique challenges for care leavers who may be managing independent living without the support of family resources. Issues like commuting fees, identification documents, and banking arrangements—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its attention to detail—from explaining payslip deductions to offering travel loans until that crucial first payday. Even apparently small matters like coffee breaks and professional behavior are deliberately addressed.

For James, whose NHS journey has "revolutionized" his life, the Programme offered more than a job. It gave him a feeling of connection—that ineffable quality that grows when someone is appreciated not despite their history but because their distinct perspective enriches the organization.

"Working for the NHS isn't just about doctors and nurses," James notes, his gaze showing 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 exemplifies more than an employment initiative. It functions as a powerful statement that institutions can adapt to welcome those who have known different challenges. In doing so, they not only transform individual lives but enrich themselves through the distinct viewpoints that care leavers provide.

As James moves through the hospital, his involvement silently testifies that with the right assistance, care leavers can succeed in environments once considered beyond reach. The support that the NHS has extended through this Programme represents not charity but acknowledgment of overlooked talent and the fundamental reality that each individual warrants a community that believes in them.