Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His smart shoes whisper against the floor as he greets colleagues—some by name, others with the familiar currency of a "good morning."

James carries his identification not merely as an employee badge but as a symbol of belonging. It sits against a well-maintained uniform that betrays nothing of the challenging road that led him to this place.

What sets apart James from many of his colleagues is not obvious to the casual observer. His bearing gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort crafted intentionally for young people who have experienced life in local authority care.

"It felt like the NHS was putting its arm around me," James reflects, his voice steady but tinged with emotion. His statement encapsulates the essence of a programme that aims to revolutionize how the enormous healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The numbers tell a troubling story. Care leavers often face poorer mental health outcomes, financial instability, accommodation difficulties, and diminished educational achievements compared to their age-mates. Underlying these impersonal figures are human stories of young people who have traversed a system that, despite best intentions, often falls short in providing the nurturing environment that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's promise to the Care Leaver Covenant, embodies a substantial transformation in institutional thinking. At its core, it accepts 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.

A select group of healthcare regions across England have led the way, establishing systems that reimagine how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is meticulous in its approach, starting from thorough assessments of existing policies, establishing management frameworks, and obtaining executive backing. It acknowledges that effective inclusion 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 provide help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—rigid and potentially intimidating—has been intentionally adjusted. Job advertisements now emphasize personal qualities rather than extensive qualifications. Application procedures have been reconsidered to accommodate the specific obstacles care leavers might face—from missing employment history to facing barriers to internet access.

Perhaps most significantly, the Programme recognizes that beginning employment can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Matters like travel expenses, proper ID, and bank accounts—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its meticulous consideration—from outlining compensation information to helping with commuting costs until that crucial first payday. Even seemingly minor aspects like coffee breaks and office etiquette are thoughtfully covered.

For James, whose NHS journey has "changed" his life, the Programme delivered more than employment. It offered him a feeling of connection—that elusive quality that develops when someone feels valued not despite their past but because their particular journey enriches the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his eyes reflecting the modest fulfillment of someone who has secured his position. "It's about a family of different jobs and roles, a team of people who truly matter."

The NHS Universal Family Programme exemplifies more than an work program. It exists as a powerful statement that systems can adapt to embrace those who have experienced life differently. In doing so, they not only alter individual futures but enhance their operations through the unique perspectives that care leavers provide.

As James moves through the hospital, his participation quietly demonstrates that with the right help, care leavers can succeed in environments once deemed unattainable. The arm that the NHS has extended through this Programme signifies not charity but acknowledgment of untapped potential and the profound truth that each individual warrants a family that believes in them.