Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His polished footwear whisper against the floor as he greets colleagues—some by name, others with the familiar currency of a "good morning."

James wears his NHS lanyard not merely as institutional identification but as a testament of inclusion. It hangs against a neatly presented outfit that offers no clue of the difficult path that preceded his arrival.

What separates James from many of his colleagues is not visible on the surface. His bearing reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking designed specifically for young people who have experienced life in local authority care.

"It felt like the NHS was putting its arm around me," James says, his voice steady but tinged with emotion. His remark captures the essence of a programme that strives to revolutionize how the vast healthcare system views care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The numbers tell a troubling story. Care leavers commonly experience higher rates of mental health issues, financial instability, accommodation difficulties, and reduced scholarly attainment compared to their peers. Behind these clinical numbers are individual journeys of young people who have navigated a system that, despite best intentions, regularly misses the mark in delivering the stable base that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, embodies a significant change in systemic approach. At its heart, it recognizes that the whole state and civil society should function as a "collective parent" for those who haven't experienced the constancy of a traditional family setting.

A select group of healthcare regions across England have charted the course, creating frameworks that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its methodology, initiating with thorough assessments of existing procedures, establishing oversight mechanisms, and securing executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James began his journey, they've created a regular internal communication network with representatives who can deliver support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.

The standard NHS recruitment process—rigid and possibly overwhelming—has been carefully modified. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Application procedures have been reimagined to consider the specific obstacles care leavers might experience—from missing employment history to facing barriers to internet access.

Maybe most importantly, the Programme recognizes that entering the workforce can create specific difficulties for care leavers who may be managing independent living without the support of parental assistance. Issues like commuting fees, personal documentation, and bank accounts—taken for granted by many—can become substantial hurdles.

The elegance of the Programme lies in its attention to detail—from outlining compensation information to offering travel loans until that essential first wage disbursement. Even seemingly minor aspects like coffee breaks and professional behavior are deliberately addressed.

For James, whose professional path has "revolutionized" his life, the Programme offered more than work. It gave him a perception of inclusion—that intangible quality that develops when someone senses worth not despite their history but because their unique life experiences enriches 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 team of people who genuinely care."

The NHS Universal Family Programme exemplifies more than an job scheme. It stands as a powerful statement that institutions can adapt to include those who have known different challenges. In doing so, they not only change personal trajectories but enhance their operations through the special insights that care leavers bring to the table.

As James navigates his workplace, his participation subtly proves that with the right help, care leavers can succeed in environments once deemed unattainable. The arm that the NHS has offered through this Programme symbolizes not charity but acknowledgment of overlooked talent and the fundamental reality that all people merit a support system that supports their growth.