Sandwell NHS trust's leadership rated 'good' in latest inspection - but two hospitals told to improve in areas

The trust, which manages several hospital and community services including Midland Metropolitan University Hospital, City Health Campus and Sandwell Health Campus, was previously told it 'requires improvement' in an inspection using its previous methodology for trust ratings

CQC currently gives NHS trusts a single trust-level rating focusing on leadership and culture that replaces all other ratings at that level. It consulted on this approach and will use the feedback gathered to consider whether this well-led key question at NHS trust level is appropriate for the new innovative, complex and integrated models of care being created.

The regulatory board has also published reports on four of the hospital trust's services following inspections in September and October. 

Midland Metropolitan University Hospital, which opened in late 2024, was rated 'good' in both urgent and emergency care and surgery as good - but maternity as requires improvement.

Inspectors identified breaches of regulation relating to safe care and treatment in urgent and emergency care, and safe care and treatment, person-centred care and staffing in maternity services. An action plan for widespread improvement has been requested by the CQC in response. 

The hospital's inspection was first one it has recieved from the CQC of these services. No overall rating has been determined as other departments are yet to be inspected. 

CQC also rated surgery at Birmingham and Midland Eye Centre, located at City Health Campus, as good again. The overall rating for City Health Campus remains requires improvement.

Carolyn Jenkinson, CQC Deputy Director of Hospitals in the Midlands, said: “During our inspection we found leadership at Sandwell and West Birmingham Hospitals NHS Trust had improved during a time when the trust had undergone major transformation, including the opening of a new hospital, bringing services together, and changes at senior executive level.

“We were pleased the trust’s shared direction, vision and strategy aligned with plans and objectives both internally and with partner organisations. The trust worked well with health and social care partners to help people achieve the best possible outcomes in their treatment.

“Our inspectors found leaders were committed to equality and inclusion, and valued diversity in the organisation’s workforce. The equality, diversity and inclusion strategy led to actions that supported leaders across the organisation and helped them better understand the needs of their local communities and disadvantaged groups.

“However, senior leaders needed to improve their systems and processes to gain a better understanding of service delivery. We found they needed to improve confidence in their digital systems and ensure systems could work together.

“During our service inspections, we found surgery services at both locations provided effective care that involved people in decisions about their care.

“The trust’s urgent and emergency care services had strong processes in place and staff were committed to providing caring services, although we had some concerns about delays caused by demand outside the department’s control.

“In maternity services, our inspectors found leaders needed to do more to ensure the service provided safe care and treatment for women, including employing more midwifery and nursing staff.

“Overall, leaders should be pleased with the findings of our well-led inspection. We have told them where they could make improvements in leadership and in the services we inspected, and we will monitor the plans they have to address these.”

Diane Wake Group Chief Executive Officer said: “We are actively engaged in improving our maternity service to demonstrate our commitment to safety, personalised care, and meaningful engagement with families and staff.

“Over the past year, we have taken decisive action to strengthen maternity services, responding directly to staff and service‑user feedback, and since October have strengthened our team with the recruitment of 26 new midwives.  Last month we opened a new induction of labour suite with a dedicated six‑bay area co‑located with the delivery suite, supported by a clear standard operating procedure and robust escalation pathways.

“We’ve provided faster access to pain relief with dedicated ward rounds, multilingual pain‑relief leaflets, and development of an induction‑specific pain‑relief package, and we’ve improved our triage performance with the relaunch of our back‑to‑basics approach, which has a revised workforce model that includes a third triage midwife and enhanced telephone triage support.

“We’ve also strengthened our partnership with the Maternity and Neonatal Voices Partnership (MNVP), acting on feedback to improve accessibility, signage, waiting‑area environments, breastfeeding facilities, and support for women with sensory impairments. We’re working with partners in the communities we serve on a comprehensive community‑outreach programme including regular engagement through the Maternity Engagement Action Group, partnerships with Bethel Doula, Sandwell Healthy Pregnancy Team, and local cultural communities.

“We’ve also launched maternity awareness campaigns in communities through working with Punjabi/Urdu radio, attending community meetings, places of worship, and local businesses, and delivered new birth‑preparation classes for Kurdish Sorani families.

“Reducing perinatal mortality remains a key priority. Although current rates remain above national averages, we have launched a structured, evidence‑based improvement programme. Eleven dedicated ‘improvement cells’ now coordinate work across pathways including triage, theatres, sonography, diabetes, postnatal flow, and staff wellbeing.

“And against this we have set a bold aim to be consistently below the national average for perinatal mortality by October 2026, ensuring families feel safe, supported, and heard."