My first three months as a Trustee of Headway Cornwall 

When I was invited to become a Trustee of Headway Cornwall last year, saying yes felt straightforward. After more than a decade specialising in personal injury claims, I’ve worked on too many severe injury cases to count, from the scaffolding accident that left a client with severe neurological damage, to a recent road traffic collision where my client now lives with Functional Neurological Disorder, paralysis and seizures. 

I know what happens after the initial trauma. I see clients navigate the complex journey from accident to rehabilitation, often facing years of treatment and adjustment to a ‘new’ way of life. What I’ve also witnessed is what happens when the NHS discharges someone and where the gaps are. 

In Cornwall, Headway Cornwall is the only organisation providing ongoing support for people living with acquired brain injuries once they leave hospital care. That’s a lot of pressure on one small charity. 

Headway Cornwall had this to say about my appointment: “Headway Cornwall is delighted to welcome David as a new Trustee. His passion and enthusiasm will be invaluable as we grow and adapt to an increasing demand for our services. 

“Strong governance and fresh perspectives are essential for any charity and having David on board has already paid dividends as he has facilitated a new partnership with Redruth Rugby Club for our weekly support centre that puts us on a solid footing for 2026.” 

While I am naturally flattered by those words, I am also slightly embarrassed by them. Whatever contribution I might make pales in comparison to the strength shown by the people who use Headway’s services. The survivors are rebuilding their lives after catastrophic injury and the families and carers are supporting them through challenges far greater than attending a bi-monthly board meeting, with tea and biscuits provided. 

The reality of running a small charity 

I thought I understood what being a trustee would involve: governance, strategy, financial oversight and a little operational oversight, and those elements are certainly there. But across three board meetings so far, every discussion, regardless of where it starts, comes back to the same fundamental challenge: cash flow and fundraising. 

Headway Cornwall has part-time operational staff who need to be paid and as is typically the way with services of this nature, Government support is minimal. Funding from Headway’s central organisation is never enough, given the many calls on its resources nationwide. 

This isn’t a charity that can rely on institutional backing. It depends on local support, local fundraising and local businesses stepping up. I’ve experienced this before in a different context, as a 1^st Team Manager and Executive Board Member at Redruth RFC. I know that keeping things running when resources are tight requires constant creativity and effort. It’s exhausting and it’s relentless. 

Early progress 

The partnership with Redruth Rugby Club has been one of the practical wins from my first few months. The Tuesday open sessions now take place at the club, which has delivered significant cost savings for Headway Cornwall while creating a more accessible and welcoming environment for those attending the sessions. 

It’s the kind of community partnership that benefits everyone and it’s exactly the sort of thing we need more of. 

Why this matters 

Cornwall doesn’t have a major trauma centre. The nearest is Derriford Hospital in Plymouth, Devon, which means some people who suffer serious injuries and receive treatment there are signposted to Headway Devon or Headway Plymouth for ongoing support. That’s far from ideal for Cornwall residents who need local, accessible services. 

Headway Cornwall’s Tuesday sessions at Redruth RFC aren’t just about activities and social connection for brain injury survivors, though that’s vital. They’re also a lifeline for carers and families, who need the chance to share experiences, offer mutual support and to know they’re not alone. 

The charity currently has an Occupational Therapist working with them on a 12-week placement, which is helping to strengthen the support they can offer. But the need continues to grow. 

Looking ahead to 2026 

Headway Cornwall’s ambitions for this year include expanding eastward, potentially opening a second weekly day service around St Austell or Liskeard to reach more people across the county. It’s exactly the kind of growth that’s needed, but requires funding and funding requires awareness. 

If I’m honest, Headway Cornwall needs Trustees who can bring fundraising expertise, business connections and creative thinking about how best to generate sustainable income. 

It needs local businesses to consider sponsorship, whether that’s the weekly lunch provided to service users, contributions towards crucial staff wages, specific activities, or other practical support. And it needs awareness. If you run a business in Cornwall and want to support something that genuinely changes lives, this is it. 

I came into this role because I’d seen the impact of brain injury through my work. Three months in, I understand better than ever why Headway Cornwall exists and why it can’t be allowed to fail for lack of funding. 

If you’d like to know more about becoming a Trustee, volunteering, or supporting Headway Cornwall in other ways, contact them at enquiries@headwaycornwall.org.uk or call 07715 336 853.