Paul Stothard, Chair of the Board

How long have you been a trustee for Rainbows?
I have been a Trustee with Rainbows for very nearly 7 years.

Tell us a little about yourself. What inspired you to become a trustee for Rainbows?
I qualified as a Chartered Accountant before personal computers had been invented and pubs were full of people talking to each other rather than looking at smart phones! Most of my career was spent working in the legal sector a Chief Executive followed by a short period as a consultant, during which I joined Rainbows.

I am now fully retired from paid work and spend my time doing charity work, playing golf and riding my motorbike. I was initially intrigued by the role at Rainbows (I was recruited directly in to be Chairman so had not been a trustee prior to my appointment). I had some exposure to the health sector, but saw the Chair role as a considerable challenge in terms of my lack of sector knowledge but that it could build on my leadership and some non-exec skills I had developed over time.

The intrigue turned immediately to inspiration when I came to Lark Rise for the interview. So very different to what I had expected. A welcoming place that, in amongst the inevitable sadness, was warm, happy and with people who were entirely focussed on being the best they could be in supporting the children and families that turned to Rainbows for help and support.

What do you enjoy most about your role? What do you find most rewarding? What is your favourite part of being a trustee?
I enjoy working with a dedicated, talented and diverse group of Trustees and Executives. Hearing different viewpoints from people who have entirely different lived experience to mine, just means that I keep learning and growing.

The most rewarding part is seeing some of the elements of the long-term strategy starting to come to fruition. I have been delighted with the progress being made with our nurses in hospitals and our work in the community and look forward to the updated strategy as we move this forward.

I have two big favourite bits, and sometimes these overlap. First, it is meeting the immensely talented staff and volunteers who make it all possible. The seond are the case studies we hear at the Board (and I pick up off line) that just ensure we are all reminded about what we are here for. These are so important in ensuring the Trustees remain grounded and connected.

How would you describe what you do in your role? What are some of the key responsibilities Trustees have at Rainbows?
Trustees have certain legal responsibilities that are, in short, to ensure that the charity operates within the law and is financially sustainable. We need to be assured that systems are in place to ensure compliance with all relevant regulations and that our staff, volunteers and the families we care for are safe. We need to ensure that the finances are properly managed and planning is in place to ensure that the charity con continue to deliver services into the future.

As Chair, I need to ensure that we have a cohesive Board that receives the assurances we need to clearly demonstrate that we have properly undertaken our Governance roles. Whilst this involved ensuring that we have the right agenda and supporting papers for Board meetings, it also requires me to ensure that we have the right mix of Trustees and a plan for succession.
Also, an important part of my role is to work closely with the CEO (officially, I am the CEO’s line manager) in ensuring that a clear strategy exists and that the supporting operating plans and budgets are delivered.

What challenges does Rainbows currently face, and how is the board addressing them?
We have one overriding challenge and that is to meet the unmet need for babies, children and young people in the East Midlands and deliver “the Rainbows experience wherever you are”. The total number is set to continue to grow and we still aspire to meet a greater proportion of this population.
With that goal in mind, against a background of great economic uncertainty, NHS struggles and continued competition for what is a smaller “charity pound”, we continue to work with the Executives in plotting a way forward with new strategies and innovative practices. We must continue to seek ways to make that hard earned pound work better for, and reach more of, those families that need our care and support.

How do Trustees ensure the hospice stays true to its mission and values while adapting to changing healthcare needs?
That is a really interesting question as we have recently held an awayday when we reflected on the Mission and also spent a great deal of time on values. We examined the values to ensure that, as Trustees, we understood what they meant for the trustees, individually and collectively. By doing so we expect to be able to consider all opportunities and risks within the over-riding framework of Rainbows’ overriding purpose and mission and make decisions within the overall framework of our values.

What are some of the strategic priorities for the hospice over the next few years?
The strategy is currently under review and from it will come the key priorities for the next 3 years. We expect to continue to invest in nurses in hospitals and the community work. We need to double down on our fund raising efforts and continue to diversify out income streams, which will include further developments in our retail offering. We will look at the opportunities for innovation and efficiency that are possible through clever us of technology. Finally, we will continue to invest in activities that build on our objective to be regarded as a centre for excellence.

What piece of advice would you give to someone who has just started in a role like yours?
…Don’t feel you need to make every decision. Your role is not to make the right decision (most of the time!) but to ensure that that the right questions are asked and that a consensus is achieved using a process where everyone feels they have been heard and that the values of the organisation have been upheld.

What would say to someone thinking about becoming a trustee, particularly in the healthcare or hospice sector?
…It is immensely rewarding but, like anything in life, the more you put in, the more you get out. Most importantly, understand that as a Trustee you are here to provide oversight and governance, it is for the Executives to “do”.

Dr Ruchira Bhalla

How long have you been a trustee for Rainbows?
I have been a trustee at Rainbows since December 2023.

Tell us a little about yourself. What inspired you to become a trustee for Rainbows?
With a medical career spanning over 13 years, I have dedicated myself to delivering high-quality healthcare services. My roles have extended beyond patient care to include substantial responsibilities in clinical governance and risk management. These experiences have equipped me with the skills to contribute effectively to an organisation that places a high value on safeguarding and quality care, such as Rainbows. Your commitment to a holistic approach to care, from hospice to home, resonates with me. I am particularly impressed by your transparent operations and your focus on safeguarding, which are areas I have been deeply involved in throughout my career.

What do you enjoy most about your role? What do you find most rewarding? What is your favourite part of being a trustee?
I am eager to bring my expertise to contribute to the assurance processes in place within the board to ensure the organisation continues to meet and exceed its high standards of care and accountability. I enjoy working alongside other board members – a very experienced, and dynamic group of people, each excelling in their own field.

How would you describe what you do in your role? What are some of the key responsibilities Trustees have at Rainbows?
As a member of our Board I, along with my fellow Trustees, are for the good stewardship and governance of the hospice. We work closely with the Senior Leadership team in discussing and monitoring our strategy for development and success, to enable us to provide excellent care to our patients and their families.

What challenges does Rainbows currently face, and how is the board addressing them?
Being a charitable organisation, in the current times, funding and finances remain a challenge. Collectively, as a board, we are continually reviewing our finances, and ensuring there are processes and strategies in place to ensure we can continue to provide excellent care.

What piece of advice would you give to someone who has just started in a role like yours?
One of the most important pieces of advice I would give is to take the time to truly understand the organization’s mission and values. As a trustee, it’s not just about oversight but also about actively contributing to the development and success of the hospice. I would recommend working closely with the senior leadership team and your fellow board members to ensure you’re aligned on strategy and priorities. Also, never hesitate to ask questions—there’s a wealth of experience on the board and within the hospice that you can draw from. Lastly, remember that good stewardship and safeguarding high-quality care should always be at the forefront of your decisions.

What would say to someone thinking about becoming a trustee, particularly in the healthcare or hospice sector?
Becoming a trustee, especially in the healthcare or hospice sector, is an incredibly fulfilling role, but it also comes with significant responsibilities. You’ll have the opportunity to make meaningful contributions to an organisation that provides critical care to children and families. I would say, if you’re passionate about quality care, safeguarding, and governance, this role could be a perfect fit. However, it’s important to be prepared for the challenges, especially around funding, strategy, and adapting to the ever-changing healthcare landscape. But the rewards far outweigh the challenges when you see the positive impact you can have on people’s lives.