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

James displays his credentials not merely as institutional identification but as a symbol of inclusion. It sits against a pressed shirt that betrays nothing of the challenging road that preceded his arrival.

What distinguishes James from many of his colleagues is not immediately apparent. His bearing gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an effort crafted intentionally for young people who have experienced life in local authority care.

"The Programme embraced me when I needed it most," James says, his voice measured but revealing subtle passion. His statement encapsulates the essence of a programme that aims to revolutionize how the massive healthcare system approaches care leavers—those vulnerable young people aged 16-25 who have emerged from the care system.

The statistics reveal a challenging reality. Care leavers often face greater psychological challenges, money troubles, accommodation difficulties, and diminished educational achievements compared to their age-mates. Behind these clinical numbers are individual journeys of young people who have maneuvered through a system that, despite good efforts, frequently fails in delivering the stable base that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a substantial transformation in institutional thinking. Fundamentally, it acknowledges that the entire state and civil society should function as a "universal family" for those who haven't known the security of a typical domestic environment.

Ten pathfinder integrated care boards across England have charted the course, establishing 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 detailed evaluations of existing procedures, creating oversight mechanisms, and securing senior buy-in. It recognizes that effective inclusion requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a reliable information exchange with representatives who can deliver assistance and counsel on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—structured and often daunting—has been carefully modified. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Applications have been redesigned to address the unique challenges care leavers might face—from not having work-related contacts to facing barriers to internet access.

Perhaps most significantly, the Programme understands that beginning employment can pose particular problems for care leavers who may be navigating autonomy without the support of parental assistance. Issues like travel expenses, identification documents, and bank accounts—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its attention to detail—from clarifying salary details to offering travel loans until that essential first wage disbursement. Even apparently small matters like coffee breaks and office etiquette are thoughtfully covered.

For James, whose NHS journey has "transformed" his life, the Programme delivered more than employment. It provided him a perception of inclusion—that intangible quality that develops when someone senses worth not despite their background but because their distinct perspective enriches the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his expression revealing the modest fulfillment of someone who has secured his position. "It's about a collective of different jobs and roles, a team of people who really connect."

The NHS Universal Family Programme embodies more than an work program. It stands as a bold declaration that systems can change to welcome those who have known different challenges. In doing so, they not only transform individual lives but enhance their operations through the unique perspectives that care leavers bring to the table.

As James moves through the hospital, his participation subtly proves that with the right help, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has extended through this Programme symbolizes not charity but acknowledgment of overlooked talent and the essential fact that each individual warrants a family that supports their growth.