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Within the bustling halls of an NHS hospital in Birmingham, a young man named James Stokes moves with quiet purpose. His smart shoes whisper against the floor as he acknowledges 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 declaration of inclusion. It rests against a neatly presented outfit that gives no indication of the difficult path that led him to this place.

What distinguishes James from many of his colleagues is not immediately apparent. His presence discloses nothing of the fact that he was among the first beneficiaries of the NHS Universal Family Programme—an undertaking created purposefully for young people who have spent time in care.

"It felt like the NHS was putting its arm around me," James says, his voice measured but revealing subtle passion. His statement summarizes the essence of a programme that strives to revolutionize how the vast healthcare system approaches care leavers—those frequently marginalized young people aged 16-25 who have graduated out of the care system.

The statistics tell a troubling story. Care leavers commonly experience greater psychological challenges, money troubles, housing precarity, and reduced scholarly attainment compared to their peers. Beneath these clinical numbers are human stories of young people who have navigated a system that, despite good efforts, frequently fails in offering the stable base that molds most young lives.

The NHS Universal Family Programme, initiated in January 2023 following NHS England's commitment to the Care Leaver Covenant, embodies a significant change in systemic approach. At its core, it accepts that the entire state and civil society should function as a "collective parent" for those who haven't experienced the constancy of a traditional family setting.

Ten pioneering healthcare collectives across England have charted the course, developing 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, beginning with thorough assessments of existing policies, establishing governance structures, and garnering leadership support. It understands that effective inclusion requires more than noble aims—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James started his career, they've developed a regular internal communication network with representatives who can offer assistance and counsel on wellbeing, HR matters, recruitment, and equality, diversity, and inclusion.

The standard NHS recruitment process—rigid and possibly overwhelming—has been carefully modified. Job advertisements now focus on attitudinal traits rather than numerous requirements. Applications have been reimagined to address the specific obstacles care leavers might experience—from lacking professional references to having limited internet access.

Possibly most crucially, the Programme recognizes that entering the workforce can pose particular problems for care leavers who may be handling self-sufficiency without the safety net of family resources. Concerns like travel expenses, proper ID, and financial services—taken for granted by many—can become major obstacles.

The beauty of the Programme lies in its meticulous consideration—from clarifying salary details to providing transportation assistance until that crucial first payday. Even ostensibly trivial elements like rest periods and workplace conduct are carefully explained.

For James, whose NHS journey has "changed" his life, the Programme delivered more than work. It offered him a perception of inclusion—that ineffable quality that develops when someone feels valued not despite their history but because their unique life experiences improves the institution.

"Working for the NHS isn't just about doctors and nurses," James comments, his eyes reflecting the quiet pride of someone who has found his place. "It's about a community of different jobs and roles, a group of people who truly matter."

The NHS Universal Family Programme represents more than an employment initiative. It functions as a powerful statement that organizations can change to include those who have experienced life differently. In doing so, they not only alter individual futures but enrich themselves through the unique perspectives that care leavers bring to the table.

As James walks the corridors, his participation silently testifies that with the right assistance, care leavers can succeed in environments once thought inaccessible. The arm that the NHS has extended through this Programme signifies not charity but recognition of overlooked talent and the fundamental reality that everyone deserves a family that believes in them.