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

James displays his credentials not merely as institutional identification but as a testament of inclusion. It rests against a well-maintained uniform that betrays nothing of the difficult path that led him to this place.

What sets apart James from many of his colleagues is not immediately apparent. His bearing gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative 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 reflects, his voice steady but carrying undertones of feeling. His remark summarizes the core of a programme that seeks to reinvent how the enormous healthcare system perceives care leavers—those often overlooked young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers commonly experience poorer mental health outcomes, money troubles, housing precarity, and diminished educational achievements compared to their peers. Underlying these impersonal figures are human stories of young people who have maneuvered through a system that, despite best intentions, often falls short in offering the stable base that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a profound shift in institutional thinking. Fundamentally, it accepts that the complete 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 led the way, creating structures that reconceptualize 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 thorough assessments of existing practices, establishing oversight mechanisms, and obtaining executive backing. It understands that meaningful participation requires more than good intentions—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James began his journey, they've developed a reliable information exchange with representatives who can provide support, advice, and guidance on wellbeing, HR matters, recruitment, and inclusivity efforts.

The conventional NHS recruitment process—structured and potentially intimidating—has been intentionally adjusted. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Application procedures have been redesigned to address the specific obstacles care leavers might encounter—from lacking professional references to struggling with internet access.

Possibly most crucially, the Programme recognizes that beginning employment can pose particular problems for care leavers who may be managing independent living without the support of family resources. Concerns like transportation costs, personal documentation, and bank accounts—taken for granted by many—can become major obstacles.

The elegance of the Programme lies in its attention to detail—from clarifying salary details to helping with commuting costs until that crucial first payday. Even seemingly minor aspects like break times and office etiquette are deliberately addressed.

For James, whose career trajectory has "transformed" his life, the Programme provided more than a job. It offered him a feeling of connection—that elusive quality that develops when someone feels valued not despite their past but because their unique life experiences improves the institution.

"Working for the NHS isn't just about doctors and nurses," James comments, his gaze showing the subtle satisfaction of someone who has discovered belonging. "It's about a community of different jobs and roles, a team of people who genuinely care."

The NHS Universal Family Programme exemplifies more than an work program. It exists as a powerful statement that institutions can change to embrace those who have experienced life differently. In doing so, they not only change personal trajectories but improve their services through the unique perspectives that care leavers contribute.

As James moves through the hospital, his participation quietly demonstrates that with the right support, care leavers can thrive in environments once deemed unattainable. The arm that the NHS has offered through this Programme signifies not charity but appreciation of overlooked talent and the essential fact that everyone deserves a family that champions their success.