Northampton General Hospital

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• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

This means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question as requires improvement. At this assessment the rating has changed to good.

The service was very well led and experienced leaders proactively promoted a culture focused on improving outcomes for birthing women and families. Leaders were very visible and supportive, and almost all staff felt valued and engaged. Effective governance systems supported oversight of quality and safety, and continuous improvement was embedded across the service. Leadership always used feedback from birthing women to drive improvements in care delivery and patient experience.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

Description: We have a shared vision, strategy and culture that is based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding and meeting the needs of people and our communities.

We scored the service as 3. The evidence showed an improving standard. The service had a progressive shared vision, strategy and culture. This was based on authentic transparency, equity, equality and human rights, diversity and inclusion, engagement, and really understanding the challenges and the needs of people and their communities.

Leaders had strengthened governance arrangements and worked collaboratively across the organisation and wider system to support improvements in maternity services across Northamptonshire. A revised cross-site senior midwifery leadership structure, embedded triumvirate model and strengthened assurance framework supported oversight of quality, safety, workforce and improvement work. There were clear reporting and assurance routes from service level to Board level, and a full risk register review had identified no overdue risks. Leaders worked with partners through the Perinatal Safety Improvement Programme (PSIP, the Local Maternity and Neonatal System and the Maternity and Neonatal Voices Partnership to support service development and address areas of variation. Recruitment and retention had improved, with turnover reducing from 8.8% to 4.39%, 100% retention of newly qualified midwives over a two-year period and an increase in the funded midwifery establishment from 156.8 WTE to 164 WTE following the Birthrate Plus review. Learning from incidents, maternity investigations, complaints and reviews was used to inform training, audits, guidance updates and quality improvement activity.

However, workforce and operational pressures continued to affect the service. Performance against the 15-minute triage assessment standard was 69.9%, below the service target of 80%. Equality, diversity and inclusion work was progressing; however, evidence of its impact on outcomes and experience was still developing. The service had identified the need to better understand, and address inequalities experienced by women from ethnic minority backgrounds. Although women and families were able to provide feedback through a range of mechanisms, evidence demonstrating the impact of co-production on service development was less well established. Estate constraints, including limited space, continued to affect privacy, patient flow and the experiences of women and families.

This meant leaders had established clearer arrangements for oversight, learning and improvement. However, further work was needed to demonstrate the impact of improvement activity, reduce inequalities and ensure women, families and staff experienced consistent improvements across the service.

The UHN Perinatal Safety Improvement Programme Workstreams and Programme Board Launch in late 2025 had a powerful vision statement: ‘"Safe, equitable, and personalised maternity and neonatal care that empowers women, supports families, and nurtures our workforce — every birth, every shift, every time". We saw a robust and empowering delivery programme was in place with realistic timescales, to drive improvements across the service and Northamptonshire.

Maternity services worked with senior leaders to promote a culture focused on improving outcomes for birthing women and families. Leaders were visible and supportive, and staff felt valued and engaged. Governance systems supported oversight of quality and safety, and continuous improvement was embedded across the service. Leadership used feedback from birthing women to drive improvements in care delivery and patient experience. The Group Clinical Strategy: Maternity, Neonates and Children and Young People Workstream coordinated clinical co-production and implementation of a shared vision for maternity, neonates and paediatric services to ensure services were equitable, safe, high quality and consistently meeting the needs of children and families.

The service recognised that work was ongoing and progressed towards continued improvement, with a clear direction of travel for the obstetric service. Leaders listened to staff feedback and took purposeful action to strengthen wellbeing, workforce stability, and service delivery, while acknowledging that not all initiatives were fully embedded. Changes to job planning, rota design, and consultant presence supported safer care and helped address burnout. Recruitment and structured induction arrangements improved workforce resilience.

The service understood that cultural and service improvements were still in progress, with evidence of movement towards a more open and supportive culture, increased psychological safety, and effective multidisciplinary working. Governance arrangements developed, with clear clinical leadership, identified and monitored risks, and ongoing service development actions in place to support sustained improvement for women, babies and staff. The Wellbeing midwife organise group lunches, social events and culturally appropriate events. Feedback Fridays were held with regular shout outs for staff for great performance and care.

Leaders supported collaborative working between neonatal, midwifery, and obstetric teams, underpinned by clear governance, repeated audit cycles, and a multidisciplinary education bundle. This approach improved guideline adherence, staff confidence, and timely treatment, and reduced unnecessary admissions and mother–baby separation. The Trust recognised this as an ongoing programme of work and continued to review outcomes, reinforce learning, and adapt interventions.

Maternity services invested in leadership development for Band 7 labour ward coordinators and community Band 7 midwives through the Acorn Leadership Development Programme. This improved collaborative working across KGH, NGH and community services. The impact was assessed using Lencioni’s Five Dysfunctions of a Team framework, with data showing improvement across all five areas, particularly in trust, clarity, and accountability. Staff reported increased psychological safety and felt more confident holding each other to account.

A lot of work had been done recently on the organisational culture and staff wellbeing. The resident doctors felt very supported and liked working at the service. The consultants felt proud of their team working and supported each other.

Implementation of the NHS England Safe Learning Environment Charter and the Labour Ward Coordinator Framework contributed to a positive cultural shift and improved joint working, supporting safer and more seamless care for women and babies across the region.

Through the “Our Journey So Far” programme, the obstetric consultant team made meaningful progress, demonstrating strengthened leadership and a clearer strategic direction, with an established consultant voice. Of the seven workstreams under the ‘you said, we did,’ approach, four were completed, two were progressing well, and one showed no progress. The next phase focused on team building, cultural development, and service improvement actions.

The team 2025 at Northampton General Hospital was recognised as “Highly Commended”. In the TEF 2025Most Improved Unit award. The Teaching Excellence Framework (TEF) encourages universities and colleges to improve and deliver excellence in teaching, learning and student outcomes.

Leadership established a clear and structured pathway for the diagnosis and management of gestational diabetes (GDM). Routine glucose tolerance testing was embedded within the pathway, alongside defined monitoring and review processes to ensure consistent, safe, and coordinated care.

The maternity diabetes team developed regular ‘Think Glucose’ newsletters to strengthen staff knowledge, promote safe practice, and support consistency. The newsletters covered clinical and operational topics, shared learning, highlighted risks, and reinforced consistent practice, supporting clear oversight and governance.

Description: We have inclusive leaders at all levels who understand the context in which we deliver care, treatment and support and embody the culture and values of their workforce and organisation. They have the skills, knowledge, experience and credibility to lead effectively and do so with integrity, openness and honesty.

We scored the service as 4. The evidence showed an exceptional standard. The service had exceptionally inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness, and honesty.

We noted the highly compassionate and expert local leadership. Leaders were open, visible and demonstrated a clear understanding of the service and improvements required. Interactions were respectful and approachable. Leaders worked collaboratively and demonstrated awareness of their respective roles and expertise. The Divisional Director was a paediatrician, who worked with the head of midwifery (one for each site), the operational manager and matron. There had been a recent change in leadership, with cross working across both hospitals at senior level now taking place. The care pathways were integrating, and cross site physical presence was increasing. The Clinical Director covered both hospital sites and there were leads for specific areas on individual sites.

Senior leaders demonstrated a detailed understanding of service performance. They were familiar with key data and identified areas of pressure and risk. Leaders described actions taken to mitigate risks and showed a consistent approach to risk management. During discussions, the intrapartum matron joined remotely from the labour ward. When an emergency bell sounded, they paused, assessed the situation and confirmed sufficient skilled staff were available. This showed clear oversight of staffing and appropriate escalation. We saw good interactions with senior midwifery and medical staff and junior members of staff, and the staff we spoke to highlighted the fact that senior midwifery leaders were often present and were always approachable and, most importantly, went above and beyond to keep staff apprised of outcomes from issues such as incidents, complaints and changes to the service provision.

Leaders spoke confidently about equality, diversity and inclusion across the workforce and population served. They understood individual needs and described adjustments made to support staff. This included extending preceptorship programmes for internationally trained staff or those new to the service to support safe and confident practice.

The leadership team was not fully representative of the local population. This was recognised, and work was underway to improve diversity. The wider trust board and medical workforce were more representative. Many leaders had progressed internally, supporting continuity, local knowledge and commitment to the community.

Leaders demonstrated detailed awareness of the local population, including growing African and established South Asian communities. They recognised that internationally recruited staff required further development to progress into senior roles. A cultural lead supported work to strengthen inclusion and workforce development.

Staff described an inclusive and supportive culture where they felt valued. A member of the domestic team said there was “no us and them” culture, with clinical and non-clinical staff treated equally. This supported team cohesion and a positive working environment.

The service worked in partnership with the Maternity and Neonatal Voices Partnership (MNVP). This supported improvement work and ensured feedback from women and families informed developments. Representatives used lived experience to engage with diverse communities and strengthen service user voice.

Leaders maintained a focus on safety and national standards. Recruitment and retention were managed through workforce planning and clear trajectories. Staffing levels, acuity and risks were reviewed through safety huddles, with actions identified to address gaps.

A positive safety culture was evident, supported by clear clinical oversight. Labour ward coordinators were supernumerary to maintain oversight, with additional senior support when required. Escalation processes were understood, and staff were encouraged to raise concerns, supporting shared responsibility for safety. Staff worked collaboratively to manage pressures in triage, emergency admissions and staffing.

Leaders were open and involved in service development. This was demonstrated through consultation to align senior leadership structures with operational delivery across sites. This supported consistent leadership and alignment with service needs.

Junior doctors described the service one of the best places they have worked and midwives very knowledgeable and the consultants were very approachable and supportive.

Description: We create a positive culture where people feel that they can speak up and that their voice will be heard.

We scored the service as 3. The evidence showed a good standard. The service fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff across the service told us they felt able to raise concerns and were aware of the Freedom to Speak Up (FTSU) process. FTSU was accessible to all staff groups, including clinical, administrative, students, and agency and bank workers. Posters promoting the service were visible in all maternity areas. Leaders described an open culture, where speaking up was encouraged, and staff we spoke with reported positive experiences when doing so. We found this supported a clear “floor to board” approach, with information flowing effectively from frontline staff to senior leadership.

The service had two Freedom to Speak Up Guardians who provided confidential support and acted as an independent route for staff to raise issues affecting patient safety or staff wellbeing, such as unsafe processes, discriminatory behaviour, or concerns about team culture. Over the previous 12 months, two concerns had been raised directly to the Guardians from maternity services. We saw these concerns had been reviewed, themes had been identified, and appropriate actions had been taken. Leaders had oversight of themes and monitored ongoing improvement work. There was a policy in place that provided clear guidance for staff on how to raise concerns and how these would be managed.

Staff told us leaders were visible and approachable. We observed active engagement between frontline maternity teams and senior leadership, including safety champions. The maternity and neonatal safety champion roles provided a clear link between frontline teams, the board, and the Local Maternity and Neonatal System. Champions worked across all maternity and neonatal areas, promoting safety, supporting shared decision-making, and contributing to the implementation of the perinatal safety improvement plan. Their presence strengthened the culture of safety and helped ensure staff felt supported to speak up.

Description: We value diversity in our workforce. We work towards an inclusive and fair culture by improving equality and equity for people who work for us.

We scored the service as 3. The evidence showed a good standard. The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The service demonstrated commitment to inclusion, equality and listening to staff and women's voice. Staff described a positive and inclusive culture, with multidisciplinary working, psychological safety and visible leadership. Staff told us leaders were open and transparent, which supported them to raise concerns, contribute ideas and speak honestly about pressures. Staff said they felt supported to take part in improvement and understood the challenges facing the service. The Cultural Food Friday events showed how colleagues came together to connect and share food and stories from different cultures. Staff said ‘Our strength is in our differences’, and staff celebrated diversity.

Staff told us managers and consultants were visible and accessible in clinical areas. Leaders were described as approachable and responsive. Staff said leaders listened to feedback from staff and women, with a focus on safety and personalised care.

Leaders and staff recognised further work was needed to strengthen the service. Staff described a learning and improvement journey. Progress was affected by operational, estate and capacity pressures, however staff told us leaders were open about these challenges and involved them in identifying solutions.

Staff engagement and inclusion were supported through shared decision-making councils, surveys, listening events and team activities. Staff described these forums as enabling them to share experiences, highlight inequalities, raise concerns and influence service development. Staff told us they felt listened to and valued.

A midwifery culture lead supported inclusion, engagement and learning. Staff described how this role improved team cohesion and an inclusive working environment. The shared decision-making council enabled staff voice to influence change. Staff said feedback contributed to improvements in care delivery and experience for women and families.

Staff described an example where partners were encouraged to remain during labour and birth following feedback. Staff told us they were supported to implement this change and reported positive feedback from women and families.

Training and development supported improvement. Leaders used feedback to identify themes and inform development. Staff described opportunities to learn, reflect and share practice, including monthly education days. Staff told us this supported development, team working and morale.

Staff told us wellbeing was considered within governance processes. Initiatives included fatigue management, rest facilities and wellbeing support. Staff supported each other, however estate limitations, including lack of quiet and debrief spaces, affected staff during busy or demanding periods. Leaders were aware and monitored these risks.

The Skills and Competency Passport Programme supported development of maternity care assistants. This provided a structured framework to build knowledge, confidence and defined scope of practice under supervision.

Staff and managers described workforce pressures, including staffing and capacity challenges. Plans included recruitment of newly qualified midwives. Staff told us this would support workload, stability and continuity of care.

Description: We have clear responsibilities, roles, systems of accountability and good governance to manage and deliver good quality, sustainable care, treatment and support. We act on the best information about risk, performance and outcomes, and we share this securely with others when appropriate.

We scored the service as 3. The evidence showed an improved standard. The service had very clear responsibilities, roles, systems of accountability, and effective, good governance. They used these to manage and deliver high quality, sustainable care, treatment, and support. They acted on the best information about risk, performance and outcomes, and always shared this securely with others when appropriate.

Governance systems were well established, with clear lines of accountability and effective oversight across perinatal services. Leadership was provided through a defined structure that included the Director of Midwifery, Head of Midwifery, Head of Perinatal Governance and Quality Improvement, Deputy Head of Midwifery, Consultant Midwives and Matrons, demonstrated a clear and shared understanding of key risks, pressures and priorities. Visible and effective leadership strengthened cohesion and collaborative working across the leadership team. Governance arrangements supported regular reporting and escalation through trust-wide and system forums, with maternity risk management aligned to divisional and corporate assurance frameworks. The governance framework provided structured oversight of safety, workforce assurance and equity-related improvement activity, with defined leadership responsibilities ensuring consistent monitoring and assurance. There was clear oversight in place to provide assurance to the Board on maternity and neonatal, safety and quality issues. We reviewed a sample of governance meeting minutes and found they were detailed, meetings were quorate, and clearly defined improvement actions were recorded and cascaded.

The maternity dashboard clearly showed activity, risks, public health and workforce metrics and trends over time. The Perinatal Quality Assurance Scorecard for February 2026 showed UHN maternity services remained safe and stable throughout February, with clinical quality indicators, outcomes and operational performance all within expected ranges and no significant safety concerns identified. Workforce and operational pressures persisted however strong recruitment pipelines, sustained training compliance and improved governance alignment continued to strengthen service resilience. Patient experience was positive overall, though response rates and communication-related feedback highlighted areas for continued focus, while targeted improvement work across smoking, preterm birth, triage, IOL flow and CNST/MIS requirements was progressing well through the Perinatal Safety Improvement Programme'

Overall, there was effective risk oversight and risk management. Risks, incidents, audit findings, quality improvement activity, staffing pressures and performance data were systematically triangulated through formal governance processes, enabling timely and accurate escalation. Data was shared through governance meetings and boards, allowing leaders and staff to understand performance trends and respond to areas for improvement, including delays in care. Repeated low-level incidents such as documentation errors, delays in care and blood sample labelling issues were identified early and addressed through targeted improvement work, and a rise in insulin prescribing and administration errors led to the introduction of ward-based guidance and support tools.

There was a positive culture of collaboration, learning and transparency. The trust worked openly with system partners, including local authorities, particularly in safeguarding. Clinical leadership from the Director and Head of Midwifery ensured consistency across services and supported local teams to embed improvements. The Perinatal Continuous Improvement Programme brought together national recommendations, including MNSI findings, alongside local incident learning, reducing duplication and strengthening oversight and assurance. Staff attended debrief sessions, including those following pregnancy loss and perinatal death, which supported reflective learning and professional development. The service’s risk register was robust and reflected the risks within the service. Leaders were fully sighted on their service’s own risks and fully reflected the national context of scrutiny on maternity services in England.

Staffing risks were identified and actively managed, with oversight provided by operational managers and senior midwifery leaders. Daily review of staffing ensured gaps were addressed promptly, including the deployment of additional staff to mitigate fatigue and support safe care. Data confirmed safe staffing levels, with minimal maternity red flags, consistent one-to-one care in established labour and a supernumerary labour ward coordinator. Leaders recognised the risks associated with newly qualified and overseas midwives and implemented structured support, including shadow shifts, supervision and access to senior clinical advice. Midwives were able to seek support from consultants, although some staff felt increased consultant visibility would further strengthen support and learning.

Incident reviews processes were robust and embedded within the governance structure with learning. Leaders reported high levels of incident reporting with low levels of harm, reflecting a positive and open safety culture where staff felt able to challenge unsafe practice. Governance systems supported early identification of risk through the triangulation of multiple data sources, enabling trends to be identified and addressed promptly. However, proactive risk identification was less developed, and some risks, including estate limitations in community settings, were not always clearly defined on risk registers, limiting assurance regarding mitigation. Governance arrangements also supported oversight of CNST Clinical Negligence Scheme for Trusts. Board-approved action plans and progress monitored through audits, dashboards and governance forums.

There was robust oversight of the recommendations from the Ockenden letters and review updates, and we saw a detailed consideration of all issues highlighted to action for the service.

Leaders, including the Director and Head of Midwifery, were visible and engaged in clinical areas, undertaking ward visits, supporting staff and women and contributing to education and development. Information systems were effective, providing accessible, timely and secure data without placing undue burden on staff. Performance information, including inequalities in outcomes, was displayed in clinical areas to support awareness, although further work was required to strengthen staff understanding and response. We saw a robust action plan to respond to the CQC maternity Survey 2025 was in place and delivery actions were being closely monitored.

The service demonstrated a clear commitment to quality improvement, supported by participation in national audits and well-established audit cycles. Outcomes were positive in several areas, including 100% compliance in Chorionic Villus Sampling screening and lower-than-average induction of labour rates, indicating appropriate clinical decision-making. Where gaps were identified, timely action plans and targeted training were implemented, supported by multidisciplinary working and shared learning. Leaders recognised that, while improvements had been made, further work was required to continue to strengthen quality improvement activity, enhance proactive risk identification, clearly articulate system risks and improve the response to inequalities across the service.

Any concerns relating to progress, delays, or unresolved environmental risks were formally escalated through Divisional Assurance Reports to the IPC Assurance Committee, chaired by the Director of IPC. Identified risks were recorded on the appropriate Divisional or Corporate Risk Register and were actively monitored until fully mitigated or resolved. There were several known risks associated with ageing buildings and heating infrastructure, which were recognised on the risk register. These risks were being mitigated through planned decoration programmes, environmental improvements, temperature management actions, and measures to maintain patient comfort, dignity and privacy, alongside ongoing estates maintenance. In addition, a corporate‑level risk relating to the layout of neonatal services had been identified and is subject to formal governance, with mitigation actions in place while longer‑term solutions were progressed. Collectively, these arrangements demonstrated robust oversight, clear escalation routes, and active risk management, ensuring that environmental and infrastructure risks were recognised early, mitigated appropriately, and remained visible at Divisional and Corporate level for continued assurance.

Description: We understand our duty to collaborate and work in partnership, so our services work seamlessly for people. We share information and learning with partners and collaborate for improvement.

We scored the service as 3. The evidence showed a good standard. The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The service was on a clear improvement journey, with a continued focus on embedding sustainable improvements and ensuring consistently safe, effective and equitable care for all women, babies and families across Northamptonshire. Leaders worked with a range of external partners to ensure services were safe, effective and responsive to the needs of women and families. Leaders engaged through formal system-level forums, including the Operational Delivery Forum, and used feedback from maternity surveys to support assurance, transparency and continuous improvement.

Divisional and clinical governance records showed maternity leaders worked collaboratively with commissioners and wider system partners, including NHS England (NHSE) and the Maternity and Newborn Safety Investigations (MNSI) programme. They reviewed performance, responded to feedback and monitored delivery against national requirements and contractual priorities. This included reviewing NHSE feedback on immunisation performance, oversight of learning from national safety investigations, and agreeing actions following national audits and external reviews. The service demonstrated effective partnership working to improve outcomes for women and babies across Northamptonshire, although leaders and staff recognised further improvements were needed.

The Trust demonstrated a commitment to listening to women and families and involving them in shaping services. There were plans for a maternity roadshow to support early engagement by providing timely and accessible information in early pregnancy. This enabled direct engagement with midwives and the multidisciplinary team (MDT), allowing women to ask questions, raise concerns and better understand care pathways and choices. This reflected a person-centred and inclusive approach that considered the diverse needs of the local population.

The Trust planned ahead to support engagement and improvement. Staff attended conferences and away days to support shared learning and service development. Leaders worked in partnership with the Integrated Care Board (ICB) and local authorities to strengthen system working and improve outcomes for the local population. Staff feedback confirmed these partnerships supported improvements in services provided to women and families.

We noted the community midwifery plans for countywide cohesion. There was evidence of partnership working across University Hospitals of Northamptonshire (UHN). Leaders recognised that the cross-site merger arrangements were still relatively new, with work ongoing to embed consistent practice and improve progression across UHN. However, these arrangements demonstrated a collaborative, system-wide approach to maternity care, supporting consistency in service delivery, shared learning and ongoing improvement across Northamptonshire.

Description: We focus on continuous learning, innovation and improvement across our organisation and the local system. We encourage creative ways of delivering equality of experience, outcome and quality of life for people. We actively contribute to safe, effective practice and research.

We scored the service as 3. The evidence showed an improving standard. The service focused on continuous learning, innovation, and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome, and quality of life for people. They proactively contributed to safe, effective practice, and research.

The senior midwifery team and staff showed a focus on learning, improvement and culture. This was supported by audit, quality improvement, governance oversight and staff engagement. Audits followed national guidance and identified local risks. An annual maternity audit programme was in place. This was developed with clinical leads and focused on priorities, quality impact and ethical use of data. The service recognised more work was needed but was on the right journey. Evidence obtained through audits of care was clearly displayed, and staff were proud of their achievements but said they were continually striving to improve the outcome measures.

Audits were not only for data collection. There was clear ownership by the senior midwifery team. Systems were in place to implement, monitor and review actions through governance. Improvement plans were ongoing and linked with wider quality improvement and system work.

Audit findings were discussed at team meetings, mortality and morbidity meetings and governance forums. Learning was shared and used to improve services. Staff were supported to lead audit and quality improvement work. This showed results. A prescribing audit improved compliance from 6% to 99% after system barriers were identified, staff were engaged and electronic prescribing was improved.

There was an inclusive culture. The senior midwifery team and staff supported reflection, collaboration and staff wellbeing. Professional development, innovation and shared learning were supported. Digital tools were introduced to improve safety, oversight and staff capability.

In May 2025, maternity services held an event for International Day of the Midwife. Staff reflected on practice, shared learning and celebrated achievements. This supported development and recognised staff contributions. It showed staff felt valued and supported.

The service worked to improve how data was used. This included avoidable admissions and combining information into one system. Work included strengthening Patient Safety Incident Response Framework processes through audit, exploring artificial intelligence for data and improving oversight of actions.

The senior midwifery team and staff showed openness to learning from maternity safety incidents. Women’s rights to informed decision making were recognised. Personalised care planning was supported. Work was planned to develop the Birth Choices Clinic and share learning nationally. Staff were supported with complex conversations through training, psychological safety and clear communication.

The trust improved openness and transparency but recognised more work was needed. This supported safe and coordinated care, information sharing and consistent practice. The maternity research portfolio increased. Staff engagement in research had also increased. The Obstetrics & Gynaecology UK trial, focused on reducing postpartum haemorrhage, has recruited over 4,000 participants annually since February 2024. This had increased maternity research activity and visibility in the trust. The trial had also enabled the hiring of a Research Midwife and led to additional studies. This made maternity research the hospital’s largest specialty.

Two new patient-facing discharge animation videos were now available, designed to support families in understanding key postnatal information before leaving the ward and again at home. Separate videos had been developed for maternal postnatal care and newborn care, created by the Patient Engagement Midwife in response to feedback highlighting delays in discharge and the need for clearer, more consistent information. These resources aimed to ease pressure on ward teams by supporting the ‘discharge talk’ and ensuring patients receive accessible, standardised guidance.

For medicines’ management, there was a QI project due to launch, with cross-site process mapping planned to identify variation, highlight system challenges and to establish priority areas for improvement.

The neonatal unit achieved gold accreditation with BLISS for the Baby Charter and family integrated care. This showed parents were supported to be involved and their needs were recognised.

A University Hospitals of Northamptonshire (UHN) midwife won Midwife of the Year at the first ever British Muslim Health Awards 2025.

The NGH Maternity Bereavement Services won the 'UHN Excellence Award' in the 'Patient Choice Category'.

The neonatal unit achieved the gold standard accreditation in the Baby Bliss Charter standards in 2025, valid until 2028.