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 move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a "hello there."

James wears his NHS lanyard not merely as an employee badge but as a testament of belonging. It sits against a well-maintained uniform that betrays nothing of the tumultuous journey that led him to this place.

What sets apart James from many of his colleagues is not obvious to the casual observer. His presence gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking designed specifically for young people who have spent time in care.

"It felt like the NHS was putting its arm around me," James reflects, his voice steady but tinged with emotion. His statement captures the essence of a programme that seeks to reinvent how the vast healthcare system views care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The figures paint a stark picture. Care leavers often face greater psychological challenges, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their age-mates. Underlying these cold statistics are personal narratives of young people who have traversed a system that, despite genuine attempts, regularly misses the mark in offering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, represents a substantial transformation in organizational perspective. At its heart, it recognizes that the complete state and civil society should function as a "collective parent" for those who haven't known the stability of a traditional family setting.

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

The Programme is meticulous in its methodology, beginning with detailed evaluations of existing procedures, forming governance structures, and securing leadership support. It recognizes that successful integration requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James began his journey, they've created a regular internal communication network with representatives who can deliver assistance and counsel on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—rigid and possibly overwhelming—has been carefully modified. Job advertisements now emphasize character attributes rather than long lists of credentials. Applications have been redesigned to address the unique challenges care leavers might experience—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme understands that beginning employment can present unique challenges for care leavers who may be handling self-sufficiency without the support of familial aid. Matters like commuting fees, proper ID, and financial services—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that crucial first salary payment. Even seemingly minor aspects like rest periods and workplace conduct are deliberately addressed.

For James, whose NHS journey has "revolutionized" his life, the Programme provided more than employment. It gave him a perception of inclusion—that intangible quality that emerges when someone feels valued not despite their past but because their particular journey improves the workplace.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the subtle satisfaction of someone who has discovered belonging. "It's about a collective of different jobs and roles, a family of people who genuinely care."

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

As James moves through the hospital, his involvement quietly demonstrates that with the right help, care leavers can thrive in environments once deemed unattainable. The arm that the NHS has provided 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.