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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 "hello there."

James carries his identification not merely as a security requirement but as a symbol of inclusion. It hangs against a neatly presented outfit that offers no clue of the difficult path that brought him here.

What sets apart James from many of his colleagues is not obvious to the casual observer. His bearing reveals nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking created purposefully 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 measured but carrying undertones of feeling. His statement encapsulates the core of a programme that seeks to reinvent how the vast healthcare system approaches care leavers—those often overlooked young people aged 16-25 who have graduated out of the care system.

The numbers tell a troubling story. Care leavers often face higher rates of mental health issues, financial instability, shelter insecurities, and reduced scholarly attainment compared to their age-mates. Underlying these cold statistics are human stories of young people who have traversed a system that, despite good efforts, often falls short in providing the supportive foundation that forms 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. Fundamentally, it recognizes that the complete state and civil society should function as a "communal support system" for those who haven't experienced the stability of a conventional home.

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

The Programme is thorough in its methodology, starting from detailed evaluations of existing procedures, forming oversight mechanisms, and obtaining senior buy-in. It understands that effective inclusion requires more than lofty goals—it demands practical measures.

In NHS Birmingham and Solihull ICB, where James started his career, they've established a regular internal communication network with representatives who can offer help and direction on mental health, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—structured and potentially intimidating—has been thoughtfully adapted. Job advertisements now highlight character attributes rather than numerous requirements. Application procedures have been reconsidered to consider the unique challenges care leavers might encounter—from not having work-related contacts to struggling with internet access.

Maybe most importantly, the Programme acknowledges that entering the workforce can pose particular problems for care leavers who may be navigating autonomy without the backup of parental assistance. Matters like commuting fees, identification documents, and bank accounts—taken for granted by many—can become significant barriers.

The brilliance of the Programme lies in its thorough planning—from clarifying salary details to offering travel loans until that critical first payday. Even apparently small matters like rest periods and workplace conduct are carefully explained.

For James, whose NHS journey has "revolutionized" his life, the Programme offered more than work. It gave him a perception of inclusion—that elusive quality that emerges when someone senses worth not despite their past but because their particular journey enhances the organization.

"Working for the NHS isn't just about doctors and nurses," James comments, his expression revealing the quiet pride of someone who has discovered belonging. "It's about a community of different jobs and roles, a group of people who genuinely care."

The NHS Universal Family Programme embodies more than an employment initiative. It stands as a bold declaration that organizations can adapt to welcome those who have known different challenges. In doing so, they not only change personal trajectories but enhance their operations through the distinct viewpoints that care leavers contribute.

As James walks the corridors, his involvement quietly demonstrates that with the right help, care leavers can flourish in environments once considered beyond reach. The support that the NHS has extended through this Programme symbolizes not charity but recognition of untapped potential and the profound truth that everyone deserves a family that believes in them.