Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His smart shoes barely make a sound as he exchanges pleasantries with colleagues—some by name, others with the comfortable currency of a "how are you."

James carries his identification not merely as a security requirement but as a declaration of inclusion. It hangs against a neatly presented outfit that betrays nothing of the difficult path that preceded his arrival.

What separates James from many of his colleagues is not immediately apparent. His demeanor reveals nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an undertaking designed specifically for young people who have been through the care system.

"It felt like the NHS was putting its arm around me," James reflects, his voice steady but carrying undertones of feeling. His statement captures the core of a programme that strives to transform how the massive healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The figures tell a troubling story. Care leavers commonly experience higher rates of mental health issues, money troubles, housing precarity, and reduced scholarly attainment compared to their contemporaries. Underlying these cold statistics are human stories of young people who have traversed a system that, despite good efforts, regularly misses the mark in offering the supportive foundation that forms most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge to the Care Leaver Covenant, signifies a profound shift in organizational perspective. Fundamentally, it accepts that the whole state and civil society should function as a "collective parent" for those who haven't known the security of a conventional home.

Ten pioneering healthcare collectives across England have led the way, establishing systems that rethink how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is thorough in its approach, initiating with comprehensive audits of existing policies, forming governance structures, and obtaining leadership support. It acknowledges that meaningful participation requires more than good intentions—it demands tangible actions.

In NHS Birmingham and Solihull ICB, where James found his footing, they've established a reliable information exchange with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—formal and potentially intimidating—has been intentionally adjusted. Job advertisements now focus on character attributes rather than long lists of credentials. Application processes have been reconsidered to accommodate the particular difficulties care leavers might face—from lacking professional references to having limited internet access.

Maybe most importantly, the Programme understands that beginning employment can pose particular problems for care leavers who may be managing independent living without the backup of parental assistance. Issues like transportation costs, personal documentation, and bank accounts—taken for granted by many—can become substantial hurdles.

The brilliance of the Programme lies in its attention to detail—from outlining compensation information to offering travel loans until that essential first salary payment. Even apparently small matters like rest periods and office etiquette are deliberately addressed.

For James, whose NHS journey has "revolutionized" his life, the Programme delivered more than work. It gave him a perception of inclusion—that ineffable quality that develops when someone feels valued not despite their background but because their distinct perspective enriches the institution.

"Working for the NHS isn't just about doctors and nurses," James observes, his gaze showing the quiet pride of someone who has found his place. "It's about a community of different jobs and roles, a group of people who really connect."

The NHS Universal Family Programme exemplifies more than an employment initiative. It stands as a strong assertion that systems can evolve 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 contribute.

As James navigates his workplace, his presence 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 symbolizes not charity but recognition of untapped potential and the profound truth that everyone deserves a family that supports their growth.