Rainbows Hospice for Children and Young People

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Rainbows Hospice delivered deeply compassionate, person-centred care where every child and family felt valued, respected, and supported. Patients were treated as individuals, with dignity and kindness at the heart of every interaction. Families were actively involved in care planning, and staff were consistently visible, responsive, and emotionally intelligent. The environment and resources enabled personalised care both on-site and in the community. Staff wellbeing was prioritised, allowing them to provide exceptional support. Advanced care planning was sensitively managed, ensuring children could complete their care journey surrounded by love and comfort.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff across all grades showed exceptional skill at treating children with kindness, empathy, and compassion and in how they respected children’s dignity. The registered manager gave examples where they had provided respectful care and treatment to young people during the final days of their lives. For example, parents all provided positive feedback about how kind, caring, and compassionate staff were, and the support was “amazing with great kindness.” One parent said, “What would I do without Rainbows? They are amazing with me and my child “. Another relative said, “There were a lot of issues at the old home, this place is much better. I have peace of mind now. When they are in the room providing personal care, I wait outside and even though they do not know I am there, I can hear them talking to my child throughout. They are so kind and respectful.”

The service offered compassionate, personalised support to bereaved families by inviting them to participate in a Glass Memory Leaf workshop. Families created unique, personalised leaves in memory of their loved ones, which were added to the bespoke Memory Tree sculpture in the Remembrance Garden. Open access to the garden provided families with a peaceful space for reflection and remembrance. This initiative demonstrated the service’s commitment to respecting families’ emotional needs and involving them meaningfully in their grief journey.

There was a clear focus on dignity in all aspects of the service, including in the design and use of the environment. For example, the therapy wing and bereavement suites could be accessed independently from the inpatient ward, reducing the need for people experiencing different stages of care to be exposed to situations that might upset them or compromise those being cared for. The service had future plans to extend the bereavement suite, recognising it as a crucial and compassionate space, especially important during the end-of-life days to support young people and families sensitively.

The music therapy team adapted their work to support people in the bereavement process. Where music therapy had a significant role in a patient’s journey, they incorporated this into end-of-life processes, such as using a soundtrack in the bereavement suite that helped parents cope with the death. Rainbows developed a compassionate initiative by creating heartbeat teddy bears for families, using recordings of a child’s heartbeat embedded inside a soft toy. This offered families a lasting and meaningful connection with their child, particularly during end-of-life care. We saw the housekeeping team built caring relationships with people visiting the hospice and we heard conversations in which the team were empathetic and kind. We observed strong, positive connections built between children and young people and staff, creating a genuine sense of family during assessment. Children and young people consistently expressed that they felt safe, cared for, and valued within the service, reflecting the high quality of care provided.

Parents and families told us that staff explained everything clearly and kept them fully informed throughout their stay. They described the support as so kind and personal that it felt like being at home, which helped them feel comfortable, reassured, and involved in their child’s care. Families contacted the support worker directly and were able to engage with the multi-disciplinary teams involved in their child’s care.

What people told us was consistently reflected in care plans and records, showing that children’s needs were well understood and consistently met. Children and young people were clearly placed at the centre of all care and support. Care plans and records were clear, up to date, and reflected each child’s individual and changing needs. Parents and families also told us that the attention given really mattered—such as using their child’s favourite colours, arranging swimming sessions, and carefully managing medicines. They felt fully supported with compassion during symptom management and short breaks. The care provided was thoughtful, focused on both the health and emotional well-being of every child and family. Handovers reflected the care staff kept in their pockets as reminders during shifts . Parents and families said they did not need to worry about their child, knowing they were safe, happy, and engaged in meaningful activities in a warm, home-like environment, where there is always hands-on and attentive to each child’s individual needs.

A cultural outreach worker collaborated with patients, relatives, and therapy teams to meet individual needs. They worked with the music therapy team to adapt care to individual preferences and religious beliefs, such as sourcing Hindi nursery rhymes and finding Gospel music. Parents and children were actively involved throughout, with a thoughtful, person-centred approach that respected their choices and ensured care extended beyond the service into the wider community. One parent shared their experience, describing the care as exceptional and highlighting how well prepared the staff were to meet their child’s needs. A strong focus was placed on people-centred care, with advocacy provided for children, young people, and families during complex discharge planning. Inclusive communication practices were championed, including the use of communication passports to support children with specific needs. The transition from child to adult services at Rainbows was exceptionally well planned and expertly managed to ensure seamless continuity and consistency of care. Staff thoroughly prepared children, young people, and their families well in advance by working collaboratively to fully understand each individual’s unique needs, preferences, and aspirations. Personalised transition plans were co-produced with multi-disciplinary teams, including social workers, health professionals, and adult service providers, ensuring a holistic and integrated approach.

Throughout the transition process, communication was clear, proactive, and inclusive, keeping all parties fully informed and actively engaged. Families received comprehensive support through regular meetings and reviews, which empowered them to ask questions and participate fully in decision-making. The service provided outstanding emotional and practical support, ensuring young people felt heard, valued, and confident as they prepared for change.

Wherever possible, a gradual transition was facilitated, allowing young people to visit adult services, meet new staff, and become familiar with new routines. This approach significantly reduced anxiety and promoted a smooth move to adult care. The person-centred, thoughtful process upheld young people’s independence and dignity, enabling them to transition with confidence and a strong sense of empowerment.

The Housekeeping team managed all laundry in-house and ensured a consistent stock of bed linen was available that was suitable for children and tailored to their individual preferences. We were told nothing was too much trouble, such as when a young person wanted bed sheets branded with their favourite football team logo.

Music and complementary therapy continued to provide services for young people in post education years;i.e. young adults who have timed out from school / education and not yet 25 years. There were often referrals for the young adults as there was little else for them to access externally so music therapy and complementary therapy through Rainbows remains a big support.

The service actively encouraged children, parents, and families to express and interlink their emotions, fostering open and honest communication. This approach was consistently reflected in feedback from parents and families, who told us their children were meaningfully involved in their care. Parents and families shared that being invited to share their experiences had a positive impact on the care their child received. While they acknowledged the journey had not always been easy, they felt valued, heard, and supported throughout the process.

Staff helped children and young people become more independent and take part in activities that improved their skills. For example, the team supported 1 young person to run a tuck shop selling snacks to staff and visitors. This encouraged independence and made them feel involved, while keeping them safe within the service.

Staff gave children and young people time, space, and patience to help them make their own choices about their care. The music therapy team encouraged and worked with Babies, Children and young people (BCYP ) who took longer to process choices and make decisions about which instrument , music activity, This might take a longer period such as 20 minutes and were adapted the session to match the 'pace' for that particular BCYP.

Families gave feedback that the service was well run and listened carefully to their suggestions. They noted improvements in the garden area, which had become more therapeutic and inviting. Changes in staff uniforms were also appreciated and taken on board by the team.

The service actively listened to children, young people, and their families, respecting their changing choices and preferences. This helped make sure the care provided met their needs and wishes.

Staff met young peoples’ needs flexibly in a way that reduced barriers to recreation and social activities. For example, lounges and cinema rooms were designed to meet people’s communication and accessibility needs to a high standard.

The service listened to and understood people’s needs, views, and wishes. Parents, young people, and families felt involved in their child’s care and reported being kept up to date, which they appreciated, especially as this was often challenging. Staff responded to people’s needs in the moment, minimising discomfort, concern, or distress.

We saw staff actively engaging with children during assessments, discussing their immediate needs and planned activities. Parents stayed throughout the assessments and took part in detailed discussions about their child’s needs, including what was most important to them at that time.

Where possible, staff took proactive steps to meet the needs of both the young person and their family. This included providing preferred food and drinks, access to loved ones, and sources of comfort.

All the parents and families we spoke with said their needs had been met and they felt supported particularly by a designated support worker. Parents and families felt genuinely supported, which made life significantly easier. There was strong and consistent support from the MDT (Multi-Disciplinary Team), Family support nurses, support workers, and the wider community. Help was always readily available parents could simply pick up the phone and speak to a support worker whenever they felt worried or felt their child was agitated. Pain management was an integral part of the care provided, and the MDT played a crucial role in resolving concerns promptly and effectively, ensuring families felt listened to, valued, and cared for. They told us this during assessments, emphasizing the positive impact of the support they received.

There were upgraded games consoles and seating spaces for children and young people to enjoy within a homely facility. In clinical spaces, staff adapted the environment to enable nurses to support people who depended on clinical equipment, such as those with a tracheostomy, while they used the facilities. The team stocked personal protective equipment in the lounge and implemented risk assessments as part of their approach to make sure care remained safe.

The care plan for nutritional and hydration needs has been revised following audit findings. A dedicated working group led by nurses and healthcare assistants updated the system care plan, which will be audited again from February 2025. The project also included training for care and kitchen staff on feeding and dysphagia.

Staff spoke highly of opportunities to support their well-being and obtain support whenever they needed it. They noted that clinical supervision conducted by an independent, external professional was an important part of well-being processes and provided a confidential space to discuss issues or needs. The safeguarding team at Rainbows facilitated regular reflective sessions where staff explored complex ethical issues and engaged in thoughtful, values-led discussions. These sessions fostered a safe and supportive environment for staff to reflect on their practice, promoting a culture of openness, continuous learning, and professional integrity.

The music therapy team collaborated with colleagues to use music as a tool for improved well-being. For example, they used research showing that humming had a positive impact on the nervous system to provide stress management support.

Staff were deeply invested in and passionate about the service. They provided emotional support in often unpredictable and emotionally charged situations, including times when people were extremely upset or vulnerable. The senior leadership team recognised the emotional weight this placed on staff and responded with compassion. Staff wellbeing was treated as a priority, with dedicated time, space, and tailored support offered consistently.

Wellbeing was not just an initiative; it was embedded into the culture of the service. Leaders fostered an environment where kindness, reflection, and care were as valued as clinical excellence. The service developed a Rainbow of excellence, where each area of specialist staffing, from cultural link workers to holistic nurses and community support teams, worked in structured harmony supported by inclusion of leaders and excellent support for staff and well-being.

Staff did not focus on titles or hierarchy; instead, they reflected unity, respect, and shared purpose as part of the Rainbows family. A strong sense of identity and pride was often expressed in the phrase, “we work for Rainbows,” capturing the spirit of belonging and collective purpose. This identity fostered strong connections and a sense of belonging, where every role was valued equally in delivering compassionate, person-centred care.

Staff were recognised for their dedication and the value of their contributions. They were actively involved in shaping and delivering the care at Rainbows, ensuring that every voice was heard and every strength was used. Through mutual support and enablement, staff shared a strong sense of wellbeing with each other, supporting one another both personally and professionally.

This rainbow stood for a spectrum of professional skills, developed and used with purpose and strength. Staff enabled one another through collaboration, trust, and mutual respect, creating a solid foundation for excellence in care, as staff wellbeing was so important to delivering high-quality care.

The provider monitored staff wellbeing and professional excellence. This fostered high levels of resilience, with staff responding calmly and compassionately even in the most complex situations. The service promoted a strong work–life balance and empowered individuals through meaningful autonomy, both personally and within teams.

Teamwork was inclusive and highly effective, with clear structures built on trust, respect, and shared purpose. Strong external partnerships further supported the workforce, and staff consistently told us they felt valued and listened to.

Supporting families with shared acts of kindness and empathy was embedded across the culture. Staff were complimentary towards each other and young people described their short break as ,’I am on holiday’.

Staff drove a positive culture and showed how enablement and trust underpinned the excellence seen in both care and staff experience. Staff were proud to work at Rainbows.

We viewed that staff survey results had improved between 2020 and 2024. On average, 92% of staff felt they were making a difference, reflecting a strong sense of purpose across the workforce. Staff reported feeling comfortable being themselves at work, suggesting a supportive and inclusive culture. Staff felt appreciated. Pride in the charity remained high, averaging 94%, while 69% of staff said they would recommend the charity as a place to work. The overall engagement score averaged 77%, showing a clear and sustained improvement in staff commitment and satisfaction over time.