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

James displays his credentials not merely as an employee badge but as a declaration of inclusion. It sits against a neatly presented outfit that betrays nothing of the difficult path that brought him here.

What sets apart James from many of his colleagues is not visible on the surface. His bearing discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

"It felt like the NHS was putting its arm around me," James reflects, his voice controlled but revealing subtle passion. His observation captures the core of a programme that seeks to transform how the massive healthcare system views care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The statistics paint a stark picture. Care leavers frequently encounter poorer mental health outcomes, economic uncertainty, housing precarity, and reduced scholarly attainment compared to their contemporaries. Behind these impersonal figures are personal narratives of young people who have traversed a system that, despite good efforts, frequently fails in delivering the stable base that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a significant change in organizational perspective. At its core, it recognizes that the complete state and civil society should function as a "universal family" for those who have missed out on the security of a conventional home.

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

The Programme is thorough in its strategy, beginning with comprehensive audits of existing procedures, creating management frameworks, and garnering senior buy-in. It acknowledges that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've established a regular internal communication network with representatives who can deliver help and direction on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—structured and possibly overwhelming—has been thoughtfully adapted. Job advertisements now focus on personal qualities rather than extensive qualifications. Applications have been reconsidered to consider the specific obstacles care leavers might experience—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme acknowledges that entering the workforce can present unique challenges for care leavers who may be managing independent living without the backup of parental assistance. Issues like travel expenses, proper ID, and banking arrangements—assumed basic by many—can become major obstacles.

The brilliance of the Programme lies in its attention to detail—from outlining compensation information to helping with commuting costs until that critical first wage disbursement. Even apparently small matters like rest periods and workplace conduct are carefully explained.

For James, whose professional path has "revolutionized" his life, the Programme delivered more than work. It gave him a sense of belonging—that elusive quality that emerges when someone feels valued not despite their background but because their particular journey enhances the workplace.

"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the quiet pride of someone who has secured his position. "It's about a community of different jobs and roles, a family of people who really connect."

The NHS Universal Family Programme represents more than an work program. It exists as a powerful statement that systems can adapt to embrace those who have known different challenges. In doing so, they not only change personal trajectories but improve their services through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his involvement subtly proves that with the right support, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has provided through this Programme symbolizes not charity but appreciation of overlooked talent and the essential fact that each individual warrants a support system that champions their success.