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 oxford shoes move with deliberate precision as he greets colleagues—some by name, others with the familiar currency of a "how are you."

James carries his identification not merely as an employee badge but as a declaration of inclusion. It rests against a pressed shirt that offers no clue of the difficult path that led him to this place.

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 recruits of the NHS Universal Family Programme—an effort designed specifically 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 revealing subtle passion. His remark summarizes the heart of a programme that strives to revolutionize how the massive healthcare system views care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The numbers paint a stark picture. Care leavers commonly experience greater psychological challenges, financial instability, accommodation difficulties, and lower academic success compared to their age-mates. Underlying these clinical numbers are human stories of young people who have navigated a system that, despite genuine attempts, often falls short in providing the supportive foundation that shapes most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's pledge 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 haven't known the stability of a conventional home.

Ten pioneering healthcare collectives across England have blazed the trail, creating systems that rethink how the NHS—one of Europe's largest employers—can extend opportunities to care leavers.

The Programme is meticulous in its approach, starting from thorough assessments of existing policies, establishing management frameworks, and obtaining executive backing. It acknowledges that meaningful participation requires more than noble aims—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've created a consistent support system with representatives who can offer help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The standard NHS recruitment process—formal and possibly overwhelming—has been thoughtfully adapted. Job advertisements now focus on personal qualities rather than long lists of credentials. Applications have been reimagined to accommodate the specific obstacles care leavers might encounter—from missing employment history to struggling with internet access.

Maybe most importantly, the Programme acknowledges that starting a job can present unique challenges for care leavers who may be navigating autonomy without the safety net of family resources. Matters like travel expenses, identification documents, and bank accounts—assumed basic by many—can become substantial hurdles.

The beauty of the Programme lies in its attention to detail—from explaining payslip deductions to providing transportation assistance until that essential first payday. Even apparently small matters like break times and workplace conduct are carefully explained.

For James, whose career trajectory has "revolutionized" his life, the Programme offered more than a job. It provided him a perception of inclusion—that elusive quality that grows when someone senses worth not despite their past but because their distinct perspective enhances the institution.

"Working for the NHS isn't just about doctors and nurses," James notes, his gaze showing the quiet pride of someone who has secured his position. "It's about a collective of different jobs and roles, a group of people who really connect."

The NHS Universal Family Programme represents more than an job scheme. It functions as a bold declaration that systems can change to embrace those who have navigated different paths. In doing so, they not only change personal trajectories but enhance their operations through the unique perspectives 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 flourish in environments once thought inaccessible. The arm that the NHS has offered through this Programme represents not charity but recognition of untapped potential and the essential fact that each individual warrants a community that champions their success.