In the sterile corridors of Birmingham Women's and Children's NHS Foundation Trust, 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 universal currency of a "how are you."

James carries his identification not merely as institutional identification but as a symbol of belonging. It sits against a well-maintained uniform that gives no indication of the challenging road that preceded his arrival.

What separates James from many of his colleagues is not obvious to the casual observer. His presence gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an initiative created purposefully 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 steady but tinged with emotion. His observation captures the heart of a programme that aims to transform how the vast healthcare system views care leavers—those often overlooked young people aged 16-25 who have transitioned from the care system.

The statistics tell a troubling story. Care leavers frequently encounter poorer mental health outcomes, economic uncertainty, accommodation difficulties, and diminished educational achievements compared to their age-mates. Beneath these clinical numbers are personal narratives of young people who have navigated a system that, despite best intentions, often falls short in providing the stable base that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a profound shift in institutional thinking. At its heart, it accepts that the entire state and civil society should function as a "collective parent" for those who have missed out on the stability of a traditional family setting.

Ten pioneering healthcare collectives across England have charted the course, establishing frameworks that reimagine how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is meticulous in its approach, beginning with thorough assessments of existing practices, establishing management frameworks, and obtaining senior buy-in. It recognizes that meaningful participation requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've created a regular internal communication network with representatives who can provide assistance and counsel on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—rigid and often daunting—has been carefully modified. Job advertisements now focus on personal qualities rather than long lists of credentials. Applications have been reimagined to consider the unique challenges care leavers might experience—from missing employment history to facing barriers to internet access.

Possibly most crucially, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be navigating autonomy without the safety net of family resources. Matters like commuting fees, proper ID, and bank accounts—considered standard by many—can become significant barriers.

The elegance of the Programme lies in its attention to detail—from explaining payslip deductions to helping with commuting costs until that crucial first payday. Even seemingly minor aspects like break times and workplace conduct are carefully explained.

For James, whose career trajectory has "transformed" his life, the Programme provided more than a job. It gave him a feeling of connection—that intangible quality that grows when someone senses worth 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 notes, his eyes reflecting the subtle satisfaction of someone who has found his place. "It's about a community of different jobs and roles, a family of people who genuinely care."

The NHS Universal Family Programme embodies more than an work program. It stands as a powerful statement that organizations can evolve to welcome those who have experienced life differently. In doing so, they not only transform individual lives but enrich themselves through the special insights that care leavers bring to the table.

As James moves through the hospital, his presence silently testifies that with the right support, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has extended through this Programme represents not charity but recognition of overlooked talent and the profound truth that all people merit a family that champions their success.