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 acknowledges colleagues—some by name, others with the comfortable currency of a "how are you."

James wears his NHS lanyard not merely as a security requirement but as a testament of belonging. It sits against a neatly presented outfit that gives no indication of the tumultuous journey that brought him here.

What separates James from many of his colleagues is not obvious to the casual observer. His demeanor gives away nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an initiative created purposefully for young people who have been through the care system.

"The Programme embraced me when I needed it most," James reflects, his voice measured but revealing subtle passion. His observation captures the heart of a programme that seeks to reinvent how the vast healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The numbers tell a troubling story. Care leavers often face greater psychological challenges, money troubles, housing precarity, and diminished educational achievements compared to their contemporaries. Beneath these impersonal figures are individual journeys of young people who have traversed a system that, despite good efforts, often falls short in delivering the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a significant change in systemic approach. At its core, it accepts that the whole state and civil society should function as a "collective parent" for those who haven't experienced the security of a typical domestic environment.

A select group of healthcare regions across England have led the way, establishing structures that reimagine how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is detailed in its strategy, beginning with thorough assessments of existing policies, forming management frameworks, and garnering executive backing. It acknowledges that effective inclusion requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they've created a regular internal communication network with representatives who can provide help and direction on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—structured and often daunting—has been carefully modified. Job advertisements now focus on personal qualities rather than long lists of credentials. Application processes have been reimagined to accommodate the specific obstacles care leavers might experience—from not having work-related contacts to having limited internet access.

Possibly most crucially, the Programme recognizes that beginning employment can present unique challenges for care leavers who may be handling self-sufficiency without the backup of family resources. Matters like transportation costs, proper ID, and bank accounts—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to providing transportation assistance until that essential first wage disbursement. Even ostensibly trivial elements like break times and workplace conduct are deliberately addressed.

For James, whose career trajectory has "transformed" his life, the Programme provided more than a job. It offered him a sense of belonging—that intangible quality that emerges when someone feels valued not despite their past but because their distinct perspective enhances the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his eyes reflecting the modest fulfillment 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 represents more than an employment initiative. It stands as a bold declaration that institutions can adapt to embrace those who have experienced life differently. In doing so, they not only transform individual lives but improve their services through the unique perspectives that care leavers bring to the table.

As James navigates his workplace, his participation quietly demonstrates that with the right assistance, care leavers can thrive in environments once thought inaccessible. The arm that the NHS has provided through this Programme represents not charity but recognition of hidden abilities and the fundamental reality that everyone deserves a family that supports their growth.