Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a "good morning."

James displays his credentials not merely as institutional identification but as a testament of belonging. It sits against a neatly presented outfit that offers no clue of the challenging road that led him to this place.

What sets apart James from many of his colleagues is not immediately apparent. His bearing discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an effort designed specifically for young people who have been through the care system.

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

The statistics reveal a challenging reality. Care leavers often face greater psychological challenges, economic uncertainty, accommodation difficulties, and reduced scholarly attainment compared to their contemporaries. Behind these cold statistics are human stories of young people who have navigated a system that, despite genuine attempts, often falls short in offering the supportive foundation that shapes most young lives.

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

Ten pathfinder integrated care boards across England have led the way, creating frameworks that reconceptualize how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is detailed in its strategy, starting from thorough assessments of existing procedures, establishing governance structures, and garnering leadership support. It recognizes that effective inclusion requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a consistent support system with representatives who can deliver assistance and counsel on personal welfare, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—formal and often daunting—has been carefully modified. Job advertisements now highlight character attributes rather than long lists of credentials. Application procedures have been reimagined to accommodate the unique challenges care leavers might face—from not having work-related contacts to facing barriers to internet access.

Maybe most importantly, the Programme understands that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the safety net of parental assistance. Issues like commuting fees, proper ID, and bank accounts—considered standard by many—can become significant barriers.

The brilliance of the Programme lies in its attention to detail—from clarifying salary details to providing transportation assistance until that essential first wage disbursement. Even apparently small matters like break times and office etiquette are thoughtfully covered.

For James, whose professional path has "revolutionized" his life, the Programme offered more than work. It provided him a feeling of connection—that elusive quality that develops when someone senses worth not despite their background but because their distinct perspective enhances the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the quiet pride of someone who has secured his position. "It's about a collective of different jobs and roles, a group of people who truly matter."

The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a bold declaration that institutions can change to include those who have known different challenges. In doing so, they not only alter individual futures but improve their services through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his participation subtly proves that with the right assistance, care leavers can thrive in environments once deemed unattainable. The support that the NHS has provided through this Programme signifies not charity but acknowledgment of overlooked talent and the profound truth that everyone deserves a family that champions their success.