24 June 2024 marks the release of the long-awaited report into maternity care failings at Nottingham University Hospitals NHS Trust. For families who have endured trauma, loss, and systemic neglect, this report is not just a document, it is a litmus test for whether the NHS can confront its failures and deliver meaningful change.
As clinical negligence solicitors, we have seen how poor communication and institutional inertia compound the pain of families already navigating unimaginable grief. Our recent blog highlighted how insensitive language erodes trust; today, the focus shifts to the trust’s duty to act, not just apologise, when the enquiry’s findings go public.
The cycle of reviews without results
The Nottingham enquiry follows years of alarming reports. Shockingly, a 2023 internal investigation by CEO Anthony May revealed that “nothing meaningful had occurred” after earlier warnings. The trust commissioning external reviews but failing to act on them epitomises a toxic pattern: acknowledging problems without solving them.
But context matters. Let’s be clear: these failures do not exist in a vacuum. Years of underfunding, staffing shortages, and political neglect have left NHS maternity services stretched to breaking point. Trusts like Nottingham operate in a system where demand outstrips resources, and clinicians are forced to make impossible choices.
However, systemic pressures do not absolve leadership of responsibility. As May himself admitted:
“We need to take accountability as an organisation for not always providing the circumstances for safe care, for not always supporting families, for not admitting our mistakes… And we’re trying to fix that now.”
Accountability here is twofold: the trust must own its failures within the constraints of a strained system, while policymakers must address the root causes of NHS underfunding.
Why this report demands more than words
The upcoming findings will likely expose painful truths about clinical errors, communication breakdowns, and cultural failures. But history shows that reports alone change nothing. Consider:
- Staff voices ignored: May’s 2023 review found leadership relied on external audits instead of listening to frontline workers — a failure of resource management, not just funding.
- Progress stalled: Despite the CQC upgrading the trust from “inadequate” to “requires improvement” in 2024, systemic issues persist.
- Families sidelined: Too often, apologies are followed by inaction, leaving parents to seek answers through legal battles.
For the trust, this report is a chance to break the cycle. For families, it’s a final test of patience.
A blueprint for real change
Accountability starts with the trust’s leadership. Anthony May has taken steps, like publicly committing to tackle racism and admitting past failures, but incremental progress is insufficient. Concrete actions must include:
- Transparent Implementation Timelines
Publish a roadmap for enacting every enquiry recommendation, with deadlines and metrics for success, even amid funding gaps. - Staff Empowerment
Replace top-down reviews with mechanisms for frontline staff to report concerns without fear of retaliation. Burnout and understaffing are systemic, but trust culture can still foster psychological safety. - Family-Led Oversight
Involve affected families in monitoring progress—token representation is not enough. - Advocacy for Systemic Reform
Use the trust’s platform to lobby policymakers for long-term maternity funding and workforce solutions.
As May stated:
“One of the first things I did was publicly say that we would tackle racism in this organisation… And we did.”
This same decisiveness must apply to maternity care, especially when resources are scarce.
Conclusion: A shared responsibility
The 24 June report will mean little unless Nottingham University Hospitals NHS Trust treats it as a catalyst, not a conclusion. Families deserve more than platitudes; they deserve proof that their suffering has driven reform.
To the trust’s leadership:
- Will you advocate louder for government action while improving within current constraints?
- Can you prove that “lessons learned” are more than a slogan?
To policymakers:
- When will underfunding stop being an excuse for preventable harm?
The legal system exists to redress harm when institutions fail. But for the sake of future families, and the NHS’s credibility, this report must mark the end of empty promises and the start of tangible change.
How can we help?
Carolle White is a Legal Director and Chartered Legal Executive in our expert Medical Negligence team, which is ranked in Tier One by the independently researched publication, The Legal 500, and Commended in The Times Best Law Firms 2025. Carolle specialises in high-value and complex medical negligence cases and inquests.
If you require any advice in relation to the subjects discussed in this article, please do not hesitate to contact Carolle or another member of the team in Derby, Leicester, or Nottingham on 0800 024 1976 or via our online enquiry form.
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