Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His smart shoes whisper against the floor as he exchanges pleasantries with colleagues—some by name, others with the universal currency of a "good morning."

James carries his identification not merely as a security requirement but as a testament of inclusion. It rests against a pressed shirt that gives no indication of the challenging road that brought him here.

What separates James from many of his colleagues is not visible on the surface. His presence gives away nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking crafted intentionally for young people who have been through the care system.

"It felt like the NHS was putting its arm around me," James says, his voice steady but carrying undertones of feeling. His observation captures the heart of a programme that seeks to transform how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The numbers reveal a challenging reality. Care leavers commonly experience greater psychological challenges, money troubles, housing precarity, and diminished educational achievements compared to their contemporaries. Beneath these cold statistics are human stories of young people who have maneuvered through a system that, despite best intentions, frequently fails in delivering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's promise to the Care Leaver Covenant, embodies a significant change in institutional thinking. Fundamentally, it recognizes that the whole state and civil society should function as a "collective parent" for those who have missed out on the stability of a conventional home.

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

The Programme is meticulous in its approach, starting from comprehensive audits of existing procedures, establishing governance structures, and securing senior buy-in. It recognizes that meaningful participation requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they've developed a consistent support system with representatives who can deliver assistance and counsel on personal welfare, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—rigid and often daunting—has been thoughtfully adapted. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Application procedures have been redesigned to consider the unique challenges care leavers might encounter—from not having work-related contacts to facing barriers to internet access.

Perhaps most significantly, the Programme understands that beginning employment can present unique challenges for care leavers who may be navigating autonomy without the support of family resources. Matters like commuting fees, proper ID, and banking arrangements—considered standard by many—can become major obstacles.

The brilliance of the Programme lies in its meticulous consideration—from outlining compensation information to offering travel loans until that critical first payday. Even ostensibly trivial elements like rest periods and professional behavior are thoughtfully covered.

For James, whose career trajectory has "changed" his life, the Programme delivered more than work. It provided him a perception of inclusion—that intangible quality that grows when someone is appreciated not despite their history but because their unique life experiences improves the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the quiet pride of someone who has found his place. "It's about a family of different jobs and roles, a team of people who genuinely care."

The NHS Universal Family Programme represents more than an employment initiative. It functions as a strong assertion that organizations can change to include those who have experienced life differently. In doing so, they not only change personal trajectories but enhance their operations through the special insights that care leavers contribute.

As James walks the corridors, his involvement silently testifies that with the right help, care leavers can thrive in environments once thought inaccessible. The support that the NHS has extended through this Programme represents not charity but appreciation of overlooked talent and the essential fact that everyone deserves a community that supports their growth.