Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes barely make a sound as he greets colleagues—some by name, others with the universal currency of a "hello there."

James displays his credentials not merely as institutional identification but as a symbol of inclusion. It hangs against a pressed shirt that gives no indication of the challenging road that preceded his arrival.

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

"The Programme embraced me when I needed it most," James says, his voice measured but revealing subtle passion. His remark summarizes the essence of a programme that strives to transform how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures reveal a challenging reality. Care leavers often face poorer mental health outcomes, economic uncertainty, shelter insecurities, and lower academic success compared to their age-mates. Underlying these impersonal figures are human stories of young people who have navigated a system that, despite genuine attempts, regularly misses the mark in providing the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's promise to the Care Leaver Covenant, embodies a substantial transformation in institutional thinking. At its heart, it accepts that the entire state and civil society should function as a "universal family" for those who haven't experienced the constancy of a conventional home.

Ten pioneering healthcare collectives across England have charted the course, developing systems that reimagine how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is thorough in its methodology, starting from detailed evaluations of existing practices, creating governance structures, and securing senior buy-in. It recognizes that effective inclusion requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James started his career, they've created a reliable information exchange with representatives who can deliver help and direction on personal welfare, HR matters, recruitment, and inclusivity efforts.

The traditional NHS recruitment process—rigid and possibly overwhelming—has been intentionally adjusted. Job advertisements now emphasize character attributes rather than numerous requirements. Application procedures have been redesigned to consider the specific obstacles care leavers might face—from not having work-related contacts to facing barriers to internet access.

Maybe most importantly, the Programme recognizes that entering the workforce can pose particular problems for care leavers who may be managing independent living without the support of familial aid. Matters like transportation costs, proper ID, and financial services—taken for granted by many—can become major obstacles.

The beauty of the Programme lies in its attention to detail—from clarifying salary details to providing transportation assistance until that critical first salary payment. Even seemingly minor aspects like rest periods and professional behavior are thoughtfully covered.

For James, whose career trajectory has "transformed" his life, the Programme delivered more than work. It provided him a perception of inclusion—that ineffable quality that emerges when someone feels valued not despite their past but because their unique life experiences enhances the institution.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the modest fulfillment of someone who has discovered belonging. "It's about a collective of different jobs and roles, a group of people who genuinely care."

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a strong assertion that organizations can change to embrace 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 bring to the table.

As James walks the corridors, his presence silently testifies that with the right help, care leavers can succeed in environments once deemed unattainable. The embrace that the NHS has provided 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.