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 barely make a sound as he acknowledges colleagues—some by name, others with the universal currency of a "good morning."

James carries his identification not merely as institutional identification but as a declaration of acceptance. It rests against a well-maintained uniform that betrays nothing of the tumultuous journey that led him to this place.

What sets apart James from many of his colleagues is not immediately apparent. His presence reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an effort created purposefully for young people who have spent time in care.

"It felt like the NHS was putting its arm around me," James reflects, his voice measured but carrying undertones of feeling. His observation summarizes the core 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 transitioned from the care system.

The figures tell a troubling story. Care leavers frequently encounter greater psychological challenges, financial instability, housing precarity, and diminished educational achievements compared to their peers. Beneath these cold statistics are human stories of young people who have traversed a system that, despite good efforts, 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 pledge to the Care Leaver Covenant, signifies a substantial transformation in systemic approach. 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 traditional family setting.

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

The Programme is thorough in its strategy, starting from comprehensive audits of existing practices, forming oversight mechanisms, and securing executive backing. It understands that successful integration requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they've established a consistent support system with representatives who can provide help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Application procedures have been reconsidered 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 entering the workforce can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of parental assistance. Matters like commuting fees, identification documents, and banking arrangements—assumed basic by many—can become substantial hurdles.

The beauty of the Programme lies in its attention to detail—from explaining payslip deductions to offering travel loans until that crucial first wage disbursement. Even seemingly minor aspects like rest periods and workplace conduct are deliberately addressed.

For James, whose career trajectory has "changed" his life, the Programme delivered more than work. It offered him a perception of inclusion—that elusive quality that emerges when someone senses worth not despite their background but because their distinct perspective improves the workplace.

"Working for the NHS isn't just about doctors and nurses," James notes, 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 represents more than an work program. It stands as a bold declaration that organizations can change to include 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 presence silently testifies that with the right support, care leavers can thrive in environments once considered beyond reach. The arm that the NHS has provided through this Programme signifies not charity but acknowledgment of hidden abilities and the essential fact that each individual warrants a support system that believes in them.