Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes navigates his daily responsibilities with subtle confidence. His polished footwear move with deliberate precision as he exchanges pleasantries with colleagues—some by name, others with the familiar currency of a "good morning."

James carries his identification not merely as a security requirement but as a declaration 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 discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort 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 says, his voice measured but revealing subtle passion. His statement captures the essence 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 numbers paint a stark picture. Care leavers commonly experience greater psychological challenges, money troubles, housing precarity, and diminished educational achievements compared to their age-mates. Underlying these clinical numbers are human stories of young people who have navigated a system that, despite genuine attempts, frequently fails in providing the stable base that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's promise to the Care Leaver Covenant, represents a significant change in systemic approach. At its core, it recognizes that the entire state and civil society should function as a "collective parent" for those who haven't known the constancy of a traditional family setting.

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

The Programme is thorough in its methodology, starting from comprehensive audits of existing policies, forming governance structures, and obtaining leadership support. It understands that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they've established a reliable information exchange with representatives who can provide support, advice, and guidance on personal welfare, HR matters, recruitment, and EDI initiatives.

The conventional NHS recruitment process—formal and possibly overwhelming—has been carefully modified. Job advertisements now highlight attitudinal traits rather than extensive qualifications. Application procedures have been redesigned to consider the particular difficulties care leavers might face—from missing employment history to having limited internet access.

Perhaps most significantly, the Programme understands that beginning employment can create specific difficulties for care leavers who may be navigating autonomy without the backup of parental assistance. Concerns like travel expenses, proper ID, and financial services—considered standard by many—can become significant barriers.

The brilliance of the Programme lies in its thorough planning—from outlining compensation information to offering travel loans until that critical first wage disbursement. Even apparently small matters like break times and workplace conduct are carefully explained.

For James, whose career trajectory has "revolutionized" his life, the Programme offered more than employment. 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 workplace.

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

The NHS Universal Family Programme exemplifies more than an work program. It stands as a bold declaration that organizations can evolve to welcome those who have experienced life differently. In doing so, they not only alter individual futures but enrich themselves through the distinct viewpoints that care leavers provide.

As James navigates his workplace, his involvement subtly proves that with the right support, care leavers can succeed in environments once considered beyond reach. The support that the NHS has extended through this Programme symbolizes not charity but appreciation of hidden abilities and the profound truth that all people merit a support system that champions their success.