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Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes moves with quiet purpose. His polished footwear barely make a sound as he greets colleagues—some by name, others with the familiar currency of a "good morning."

James carries his identification not merely as an employee badge but as a testament of belonging. It rests against a well-maintained uniform that offers no clue of the tumultuous journey that brought him here.

What distinguishes James from many of his colleagues is not obvious to the casual observer. His demeanor discloses nothing of the fact that he was among the first participants of the NHS Universal Family Programme—an effort created purposefully for young people who have experienced life in local authority care.

"I found genuine support within the NHS structure," James explains, his voice measured but carrying undertones of feeling. His statement encapsulates the essence of a programme that strives to revolutionize how the enormous healthcare system perceives care leavers—those frequently marginalized young people aged 16-25 who have emerged from the care system.

The figures tell a troubling story. Care leavers frequently encounter poorer mental health outcomes, money troubles, shelter insecurities, and lower academic success compared to their peers. Beneath these cold statistics are personal narratives of young people who have traversed a system that, despite genuine attempts, frequently fails in delivering the supportive foundation that molds most young lives.

The NHS Universal Family Programme, established in January 2023 following NHS England's commitment to the Care Leaver Covenant, represents a significant change in organizational perspective. At its heart, it accepts that the whole state and civil society should function as a "universal family" for those who haven't known the security of a traditional family setting.

Ten pathfinder integrated care boards across England have led the way, developing frameworks that reconceptualize how the NHS—one of Europe's largest employers—can open its doors to care leavers.

The Programme is detailed in its strategy, starting from detailed evaluations of existing practices, creating oversight mechanisms, and securing leadership support. It recognizes 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 created a consistent support system with representatives who can provide support, advice, and guidance on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The conventional NHS recruitment process—formal and potentially intimidating—has been carefully modified. Job advertisements now emphasize attitudinal traits rather than long lists of credentials. Application processes have been redesigned to address the unique challenges care leavers might encounter—from lacking professional references to struggling with internet access.

Maybe most importantly, the Programme acknowledges that beginning employment can present unique challenges for care leavers who may be handling self-sufficiency without the backup of family resources. Issues like commuting fees, personal documentation, and financial services—assumed basic by many—can become significant barriers.

The beauty of the Programme lies in its thorough planning—from clarifying salary details to helping with commuting costs until that essential first wage disbursement. Even seemingly minor aspects like break times and professional behavior are carefully explained.

For James, whose NHS journey has "transformed" his life, the Programme delivered more than work. It provided him a perception of inclusion—that ineffable quality that emerges when someone senses worth not despite their history but because their particular journey improves the workplace.

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

The NHS Universal Family Programme represents more than an job scheme. It stands as a bold declaration that organizations can evolve to welcome those who have experienced life differently. In doing so, they not only alter individual futures but enhance their operations through the distinct viewpoints that care leavers contribute.

As James moves through the hospital, his involvement subtly proves that with the right help, care leavers can flourish in environments once deemed unattainable. The arm that the NHS has provided through this Programme represents not charity but appreciation of untapped potential and the essential fact that each individual warrants a family that supports their growth.