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

James carries his identification not merely as an employee badge but as a symbol of inclusion. It rests against a pressed shirt that betrays nothing of the tumultuous journey that preceded his arrival.

What distinguishes James from many of his colleagues is not obvious to the casual observer. 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.

"The Programme embraced me when I needed it most," James reflects, his voice steady but tinged with emotion. His statement encapsulates the heart of a programme that strives to transform how the massive healthcare system views care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The figures reveal a challenging reality. Care leavers commonly experience poorer mental health outcomes, money troubles, housing precarity, and reduced scholarly attainment compared to their contemporaries. Underlying these clinical numbers are personal narratives of young people who have maneuvered through a system that, despite best intentions, often falls short in providing the nurturing environment 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 systemic approach. Fundamentally, it acknowledges that the entire state and civil society should function as a "collective parent" for those who haven't known the security of a traditional family setting.

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

The Programme is detailed in its strategy, beginning with comprehensive audits of existing practices, establishing governance structures, and obtaining executive backing. It recognizes that effective inclusion requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James found his footing, they've created a reliable information exchange with representatives who can offer help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—structured and possibly overwhelming—has been thoughtfully adapted. Job advertisements now highlight character attributes rather than extensive qualifications. Application procedures have been reimagined to address the particular difficulties care leavers might experience—from lacking professional references to having limited internet access.

Perhaps most significantly, the Programme understands that starting a job can present unique challenges for care leavers who may be navigating autonomy without the support of parental assistance. Concerns like travel expenses, personal documentation, and bank accounts—assumed basic by many—can become substantial hurdles.

The beauty of the Programme lies in its attention to detail—from outlining compensation information to helping with commuting costs until that critical first salary payment. Even seemingly minor aspects like break times and professional behavior are deliberately addressed.

For James, whose professional path has "revolutionized" his life, the Programme offered more than work. It provided him a feeling of connection—that intangible quality that develops when someone senses worth not despite their history but because their distinct perspective improves the organization.

"Working for the NHS isn't just about doctors and nurses," James observes, his eyes reflecting the quiet pride 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 embodies more than an work program. It functions as a powerful statement that organizations can adapt to welcome those who have known different challenges. In doing so, they not only alter individual futures but enrich themselves through the special insights that care leavers contribute.

As James navigates his workplace, his participation quietly demonstrates that with the right help, care leavers can thrive in environments once deemed unattainable. The support that the NHS has extended through this Programme symbolizes not charity but acknowledgment of overlooked talent and the essential fact that everyone deserves a family that supports their growth.