Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His oxford shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a "how are you."

James wears his NHS lanyard not merely as an employee badge but as a symbol of acceptance. It sits against a neatly presented outfit that betrays nothing of the challenging road 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 undertaking crafted intentionally for young people who have been through the care system.

"It felt like the NHS was putting its arm around me," James says, his voice controlled but revealing subtle passion. His statement summarizes the heart of a programme that seeks to reinvent how the massive healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The numbers paint a stark picture. Care leavers commonly experience greater psychological challenges, money troubles, shelter insecurities, and lower academic success compared to their contemporaries. Underlying these cold statistics are personal narratives of young people who have traversed a system that, despite best intentions, regularly misses the mark in providing the stable base that molds most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a substantial transformation in systemic approach. At its core, it accepts that the complete state and civil society should function as a "collective parent" for those who have missed out on the security of a typical domestic environment.

Ten pathfinder integrated care boards across England have led the way, creating structures that rethink how the NHS—one of Europe's largest employers—can create pathways to care leavers.

The Programme is meticulous in its strategy, starting from comprehensive audits of existing policies, establishing governance structures, and securing leadership support. It understands that successful integration requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a consistent support system with representatives who can offer support, advice, and guidance on mental health, HR matters, recruitment, and equality, diversity, and inclusion.

The traditional NHS recruitment process—structured and possibly overwhelming—has been carefully modified. Job advertisements now focus on character attributes rather than extensive qualifications. Applications have been redesigned to consider the unique challenges care leavers might face—from not having work-related contacts to facing barriers to internet access.

Maybe most importantly, the Programme acknowledges that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the backup of familial aid. Matters like commuting fees, identification documents, and bank accounts—taken for granted by many—can become substantial hurdles.

The brilliance of the Programme lies in its thorough planning—from clarifying salary details to helping with commuting costs until that crucial first wage disbursement. Even apparently small matters like rest periods and workplace conduct are thoughtfully covered.

For James, whose NHS journey has "changed" his life, the Programme offered more than employment. It offered him a perception of inclusion—that intangible quality that develops when someone is appreciated not despite their background but because their distinct perspective enriches the organization.

"Working for the NHS isn't just about doctors and nurses," James notes, his expression revealing the modest fulfillment of someone who has discovered belonging. "It's about a collective of different jobs and roles, a family of people who truly matter."

The NHS Universal Family Programme embodies more than an employment initiative. It exists as a bold declaration that organizations can evolve to include those who have known different challenges. In doing so, they not only change personal trajectories but enrich themselves through the special insights that care leavers contribute.

As James navigates his workplace, his presence silently testifies that with the right support, care leavers can thrive in environments once thought inaccessible. The support that the NHS has provided through this Programme represents not charity but acknowledgment of hidden abilities and the fundamental reality that all people merit a community that champions their success.