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 move with deliberate precision as he acknowledges colleagues—some by name, others with the comfortable currency of a "good morning."

James displays his credentials not merely as a security requirement but as a declaration of inclusion. It hangs against a well-maintained uniform that offers no clue of the difficult path that brought him here.

What sets apart James from many of his colleagues is not immediately apparent. His presence discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an initiative created purposefully 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 steady but revealing subtle passion. His statement captures the heart of a programme that aims to reinvent how the massive healthcare system views care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The numbers paint a stark picture. Care leavers often face higher rates of mental health issues, economic uncertainty, accommodation difficulties, and lower academic success compared to their age-mates. Behind these cold statistics are human stories of young people who have navigated a system that, despite genuine attempts, often falls short in providing the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's pledge to the Care Leaver Covenant, embodies a substantial transformation in institutional thinking. At its core, it acknowledges that the complete state and civil society should function as a "collective parent" for those who have missed out on the security of a traditional family setting.

A select group of healthcare regions across England have charted the course, establishing systems that reconceptualize how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is meticulous in its methodology, initiating with comprehensive audits of existing procedures, establishing governance structures, and obtaining executive backing. It understands 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 provide support, advice, and guidance on personal welfare, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—formal and possibly overwhelming—has been thoughtfully adapted. Job advertisements now focus on personal qualities rather than numerous requirements. Applications have been reimagined to accommodate the unique challenges care leavers might experience—from lacking professional references to having limited internet access.

Possibly most crucially, the Programme acknowledges that beginning employment can present unique challenges for care leavers who may be managing independent living without the backup of familial aid. Matters like commuting fees, identification documents, and bank accounts—taken for granted by many—can become substantial hurdles.

The elegance of the Programme lies in its meticulous consideration—from outlining compensation information to providing transportation assistance until that essential first wage disbursement. Even ostensibly trivial elements like break times and office etiquette are carefully explained.

For James, whose professional path has "changed" his life, the Programme provided more than employment. It gave him a perception of inclusion—that ineffable quality that emerges when someone feels valued not despite their history but because their unique life experiences enriches the workplace.

"Working for the NHS isn't just about doctors and nurses," James comments, his eyes reflecting 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 really connect."

The NHS Universal Family Programme embodies more than an employment initiative. It functions as a bold declaration that organizations can change to include those who have navigated different paths. In doing so, they not only alter individual futures but enhance their operations through the unique perspectives that care leavers contribute.

As James moves through the hospital, his presence silently testifies that with the right assistance, care leavers can succeed in environments once thought inaccessible. The arm that the NHS has extended through this Programme signifies not charity but appreciation of untapped potential and the fundamental reality that everyone deserves a community that believes in them.