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 exchanges pleasantries with colleagues—some by name, others with the familiar currency of a "hello there."

James carries his identification not merely as a security requirement but as a testament of inclusion. It rests against a pressed shirt that betrays nothing of the difficult path that led him to this place.

What distinguishes James from many of his colleagues is not obvious to the casual observer. His bearing reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have spent time in care.

"It felt like the NHS was putting its arm around me," James explains, his voice measured but revealing subtle passion. His remark encapsulates the essence of a programme that aims to transform how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The numbers paint a stark picture. Care leavers frequently encounter greater psychological challenges, financial instability, accommodation difficulties, and lower academic success compared to their peers. Behind these impersonal figures are personal narratives of young people who have navigated a system that, despite best intentions, regularly misses the mark in offering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, signifies a substantial transformation in organizational perspective. Fundamentally, it acknowledges that the entire state and civil society should function as a "universal family" for those who haven't known the constancy of a traditional family setting.

Ten pathfinder integrated care boards across England have charted the course, creating structures that reimagine how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its strategy, starting from comprehensive audits of existing practices, creating oversight mechanisms, and securing leadership support. It acknowledges that meaningful participation requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a consistent support system with representatives who can deliver help and direction on mental health, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—formal and potentially intimidating—has been thoughtfully adapted. Job advertisements now focus on attitudinal traits rather than long lists of credentials. Applications have been reconsidered to accommodate the specific obstacles care leavers might experience—from not having work-related contacts to facing barriers to internet access.

Maybe most importantly, the Programme recognizes that entering the workforce can present unique challenges for care leavers who may be handling self-sufficiency without the backup of family resources. Issues like travel expenses, identification documents, and banking arrangements—considered standard by many—can become substantial hurdles.

The brilliance of the Programme lies in its attention to detail—from outlining compensation information to providing transportation assistance until that crucial first payday. Even seemingly minor aspects like break times and office etiquette are thoughtfully covered.

For James, whose NHS journey has "changed" his life, the Programme offered more than a job. It provided him a sense of belonging—that ineffable quality that emerges when someone senses worth not despite their history but because their particular journey improves the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing 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 work program. It stands as a powerful statement that organizations can evolve to embrace those who have experienced life differently. In doing so, they not only change personal trajectories but enhance their operations through the special insights that care leavers bring to the table.

As James moves through the hospital, his presence quietly demonstrates that with the right assistance, care leavers can succeed in environments once considered beyond reach. The embrace that the NHS has extended through this Programme represents not charity but recognition of overlooked talent and the essential fact that everyone deserves a support system that champions their success.