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

James wears his NHS lanyard not merely as a security requirement but as a symbol of inclusion. It hangs against a neatly presented outfit that offers no clue of the challenging road that preceded his arrival.

What sets apart James from many of his colleagues is not immediately apparent. His demeanor reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative crafted intentionally for young people who have been through the care system.

"I found genuine support within the NHS structure," James explains, his voice measured but tinged with emotion. His statement summarizes the core of a programme that aims to revolutionize how the vast healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures paint a stark picture. Care leavers commonly experience poorer mental health outcomes, economic uncertainty, accommodation difficulties, and reduced scholarly attainment compared to their age-mates. Beneath these impersonal figures are human stories of young people who have traversed a system that, despite genuine attempts, often falls short in providing the stable base that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, represents a significant change in organizational perspective. At its heart, it acknowledges that the complete state and civil society should function as a "communal support system" for those who haven't known the stability of a traditional family setting.

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

The Programme is meticulous in its approach, starting from thorough assessments of existing procedures, establishing oversight mechanisms, and securing leadership support. 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 developed a consistent support system with representatives who can deliver assistance and counsel on personal welfare, HR matters, recruitment, and EDI initiatives.

The standard 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 redesigned to address the unique challenges care leavers might face—from not having work-related contacts to struggling with internet access.

Possibly most crucially, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Matters like travel expenses, identification documents, and bank accounts—taken for granted by many—can become substantial hurdles.

The beauty of the Programme lies in its thorough planning—from clarifying salary details to helping with commuting costs until that critical first payday. Even apparently small matters like rest periods and workplace conduct are thoughtfully covered.

For James, whose career trajectory has "changed" his life, the Programme delivered more than employment. It gave him a perception of inclusion—that intangible quality that grows when someone senses worth not despite their history but because their distinct perspective enhances the institution.

"Working for the NHS isn't just about doctors and nurses," James observes, his eyes reflecting the subtle satisfaction of someone who has found his place. "It's about a community of different jobs and roles, a team of people who really connect."

The NHS Universal Family Programme exemplifies more than an work program. It exists as a bold declaration that organizations can adapt to welcome those who have experienced life differently. In doing so, they not only change personal trajectories but improve their services through the unique perspectives that care leavers provide.

As James navigates his workplace, his participation subtly proves that with the right help, care leavers can flourish in environments once deemed unattainable. The arm that the NHS has offered through this Programme symbolizes not charity but recognition of overlooked talent and the fundamental reality that all people merit a community that believes in them.