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

James carries his identification not merely as institutional identification but as a declaration of belonging. It hangs against a pressed shirt that betrays nothing of the tumultuous journey that led him to this place.

What separates James from many of his colleagues is not immediately apparent. His demeanor discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have been through the care system.

"I found genuine support within the NHS structure," James says, his voice measured but carrying undertones of feeling. His statement summarizes the heart of a programme that seeks to reinvent how the vast healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The numbers reveal a challenging reality. Care leavers commonly experience poorer mental health outcomes, money troubles, accommodation difficulties, and lower academic success compared to their contemporaries. Behind these clinical numbers are personal narratives of young people who have traversed a system that, despite best intentions, frequently fails in delivering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's commitment to the Care Leaver Covenant, represents a significant change in systemic approach. At its heart, it acknowledges that the entire state and civil society should function as a "communal support system" for those who haven't experienced the constancy of a typical domestic environment.

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

The Programme is meticulous in its strategy, beginning with comprehensive audits of existing policies, forming governance structures, and obtaining executive backing. It acknowledges that meaningful participation requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a reliable information exchange with representatives who can offer support, advice, and guidance on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—formal and often daunting—has been intentionally adjusted. Job advertisements now focus on character attributes rather than extensive qualifications. Application procedures have been redesigned to accommodate the unique challenges care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the backup of parental assistance. Concerns like travel expenses, identification documents, and bank accounts—taken for granted by many—can become substantial hurdles.

The brilliance of the Programme lies in its meticulous consideration—from clarifying salary details to helping with commuting costs until that essential first salary payment. Even seemingly minor aspects like coffee breaks and office etiquette are deliberately addressed.

For James, whose NHS journey has "changed" his life, the Programme offered more than a job. It offered him a perception of inclusion—that elusive quality that grows when someone senses worth not despite their past but because their particular journey improves the institution.

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

The NHS Universal Family Programme embodies more than an work program. It stands as a powerful statement that organizations can change to include those who have experienced life differently. In doing so, they not only transform individual lives but enhance their operations through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his involvement quietly demonstrates that with the right assistance, care leavers can succeed in environments once deemed unattainable. The embrace that the NHS has provided through this Programme symbolizes not charity but appreciation of hidden abilities and the profound truth that everyone deserves a family that supports their growth.