Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear move with deliberate precision as he greets colleagues—some by name, others with the universal currency of a "good morning."

James displays his credentials not merely as institutional identification but as a declaration of belonging. It hangs against a neatly presented outfit that betrays nothing of the tumultuous journey that led him to this place.

What separates James from many of his colleagues is not obvious to the casual observer. His presence reveals 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 measured but carrying undertones of feeling. His observation summarizes the core of a programme that strives to reinvent how the enormous healthcare system views 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 often face poorer mental health outcomes, money troubles, housing precarity, and lower academic success compared to their contemporaries. Behind these impersonal figures are individual journeys of young people who have navigated a system that, despite best intentions, frequently fails in providing the stable base that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's commitment to the Care Leaver Covenant, signifies a significant change in systemic approach. At its core, it acknowledges that the whole state and civil society should function as a "collective parent" for those who haven't known the stability of a typical domestic environment.

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

The Programme is detailed in its approach, starting from detailed evaluations of existing practices, establishing governance structures, and garnering senior buy-in. It acknowledges that successful integration 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 help and direction on personal welfare, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—structured and often daunting—has been carefully modified. Job advertisements now highlight attitudinal traits rather than long lists of credentials. Applications have been reconsidered to address the particular difficulties care leavers might face—from missing employment history to facing barriers to internet access.

Perhaps most significantly, the Programme recognizes that starting a job can pose particular problems for care leavers who may be navigating autonomy without the safety net of family resources. Concerns like commuting fees, proper ID, and financial services—considered standard by many—can become significant barriers.

The beauty of the Programme lies in its attention to detail—from outlining compensation information to providing transportation assistance until that crucial first payday. Even apparently small matters like rest periods and office etiquette are carefully explained.

For James, whose NHS journey has "changed" his life, the Programme offered more than employment. It gave him a perception of inclusion—that ineffable 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 comments, his eyes reflecting the quiet pride of someone who has secured his position. "It's about a family of different jobs and roles, a team of people who truly matter."

The NHS Universal Family Programme exemplifies more than an work program. It functions as a powerful statement that organizations can evolve to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but enrich themselves through the unique perspectives that care leavers contribute.

As James walks the corridors, his involvement silently testifies that with the right assistance, care leavers can thrive in environments once considered beyond reach. The embrace that the NHS has provided through this Programme symbolizes not charity but acknowledgment of overlooked talent and the essential fact that all people merit a family that supports their growth.