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 greets colleagues—some by name, others with the comfortable currency of a "how are you."

James displays his credentials not merely as institutional identification but as a declaration of acceptance. It hangs against a neatly presented outfit that gives no indication of the difficult path that brought him here.

What distinguishes James from many of his colleagues is not immediately apparent. His demeanor gives away nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort crafted intentionally for young people who have been through the care system.

"The Programme embraced me when I needed it most," James reflects, his voice controlled but carrying undertones of feeling. His statement summarizes the core of a programme that aims to transform how the massive healthcare system perceives 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 higher rates of mental health issues, financial instability, shelter insecurities, and diminished educational achievements compared to their age-mates. Beneath these impersonal figures are personal narratives of young people who have traversed a system that, despite good efforts, regularly misses the mark in delivering the stable base that forms most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's promise to the Care Leaver Covenant, embodies a substantial transformation in organizational perspective. At its heart, it acknowledges that the whole state and civil society should function as a "collective parent" for those who have missed out on the security of a conventional home.

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

The Programme is detailed in its strategy, starting from thorough assessments of existing procedures, forming management frameworks, and obtaining leadership support. It recognizes that effective inclusion requires more than lofty goals—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they've created a reliable information exchange with representatives who can offer help and direction on wellbeing, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—formal and potentially intimidating—has been carefully modified. Job advertisements now emphasize attitudinal traits rather than numerous requirements. Application procedures have been reconsidered to address the unique challenges care leavers might encounter—from lacking professional references to having limited internet access.

Perhaps most significantly, the Programme understands that beginning employment can present unique challenges for care leavers who may be managing independent living without the safety net of parental assistance. Issues like commuting fees, identification documents, and banking arrangements—taken for granted by many—can become substantial hurdles.

The beauty of the Programme lies in its thorough planning—from explaining payslip deductions to providing transportation assistance until that essential first payday. Even apparently small matters like coffee breaks and workplace conduct are thoughtfully covered.

For James, whose NHS journey has "transformed" his life, the Programme offered more than a job. It provided him a perception of inclusion—that ineffable quality that grows when someone senses worth not despite their past but because their unique life experiences enriches the workplace.

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

The NHS Universal Family Programme represents more than an job scheme. It stands as a powerful statement that organizations can adapt to welcome those who have known different challenges. In doing so, they not only transform individual lives but enrich themselves through the special insights that care leavers provide.

As James navigates his workplace, his participation silently testifies that with the right support, care leavers can thrive in environments once deemed unattainable. The support that the NHS has provided through this Programme signifies not charity but acknowledgment of overlooked talent and the essential fact that everyone deserves a family that champions their success.