Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His smart shoes barely make a sound as he acknowledges colleagues—some by name, others with the comfortable currency of a "good morning."

James carries his identification not merely as an employee badge but as a symbol of inclusion. It sits against a well-maintained uniform that gives no indication of the tumultuous journey that preceded his arrival.

What separates James from many of his colleagues is not obvious to the casual observer. His demeanor 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 spent time in care.

"I found genuine support within the NHS structure," James reflects, his voice steady but carrying undertones of feeling. His observation captures the heart of a programme that strives to transform how the massive healthcare system views care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The figures tell a troubling story. Care leavers frequently encounter greater psychological challenges, economic uncertainty, shelter insecurities, and reduced scholarly attainment compared to their peers. Underlying these clinical numbers are individual journeys of young people who have navigated a system that, despite genuine attempts, frequently fails in offering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a profound shift in institutional thinking. At its heart, it acknowledges that the entire state and civil society should function as a "universal family" for those who haven't experienced the constancy of a traditional family setting.

A select group of healthcare regions across England have led the way, creating frameworks that reimagine how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is meticulous in its methodology, starting from comprehensive audits of existing practices, forming governance structures, and securing senior buy-in. It acknowledges that effective inclusion requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a reliable information exchange with representatives who can offer support, advice, and guidance on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—formal and often daunting—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Application processes have been reimagined to accommodate the unique challenges care leavers might encounter—from missing employment history to struggling with internet access.

Maybe most importantly, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be navigating autonomy without the support of parental assistance. Issues like transportation costs, personal documentation, and banking arrangements—considered standard 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 essential first wage disbursement. Even seemingly minor aspects like coffee breaks and office etiquette are thoughtfully covered.

For James, whose professional path has "revolutionized" his life, the Programme provided more than work. It offered him a perception of inclusion—that intangible quality that develops when someone is appreciated not despite their past but because their distinct perspective enriches the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the subtle satisfaction of someone who has secured his position. "It's about a community of different jobs and roles, a family of people who genuinely care."

The NHS Universal Family Programme embodies more than an job scheme. It exists as a bold declaration that institutions can change to welcome 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 bring to the table.

As James walks the corridors, his presence subtly proves that with the right help, care leavers can flourish in environments once considered beyond reach. The support that the NHS has extended through this Programme represents not charity but appreciation of untapped potential and the profound truth that everyone deserves a support system that champions their success.