Sandwell & West Birmingham NHS Trust Charity and the significant value of being associated with a major capital build project: In conversation with Johnny Shah

The Midland Metropolitan University Hospital in Sandwell, Birmingham, UK, opened its doors on the 6th of October 2024 and is now fully operational, replacing two obsolete existing hospitals. The new hospital feature one of the largest, if not the largest, art galleries in a healthcare structure in the world. As part of our “In conversation with” series we explore the important role of the Charity Trust and how the actual structure is going to influence in the success of the hospital with Johnny Shah, the Head of Trust Charity at Sandwell and West Birmingham Hospitals NHS Trust.

Johnny has worked almost entirely within the charity sector for 20 years, beginning as a volunteer before undertaking fundraising and business development roles with a numerous charities supporting young people, those fleeing domestic abuse, providing charity finance and consultancy services, and working in homelessness.Since becoming Head of Charity at Sandwell & West Birmingham NHS Trust in June 2016, total charity income has doubled and consistently grown, and the team has been nominated for Not-For-Profit Finance Team of the Year, and Outstanding Charity of the Year. Johnny is currently co-chair of the NHS Charities Finance & Governance SIG, an Independent Director at University Hospitals Birmingham CIC, and a qualified executive coach.


EW/LCC: What is your favourite feature in the new hospital and why? Is there a specific space in the building where you feel more comfortable and happier?

JS: What stands out to me immediately upon entering the building is the environment—the airy feel, the natural light, and the spaciousness. It’s unlike other, especially older, hospitals, and it’s incredibly beneficial for well-being—not only for me as a staff member but also for the patients and their families who will be visiting in the years to come. Reaching the fifth floor, where the Winter Garden and main reception are located, is a masterstroke of design. Patients step directly into a lift entrance and are welcomed by this wonderful and spacious open area. This creates a positive first impression of the hospital, even for those about to undergo surgery or major treatments, who may understandably feel anxious. Having a welcoming, open space with friendly staff at the reception is one of my favourite aspects of the hospital.

It’s also a welcoming, non-intimidating space for everyone—not just patients. Whether you're a family member, staff, or a visitor coming to see the gallery exhibition, it doesn’t feel like you’re entering a typical, sterile hospital environment with harsh disinfectant smells and no natural light.


EW/LCC: When designing the hospital, one of the main priorities was placing the parking beneath the building. This provides suitable maximum travel distance from the cores. If a nurse finishes a late shift at three in the morning, they don’t have to step outside—they can go directly to their car, enhancing safety. This design also allows people to enter at ground level and go straight up to level five, which sparked a lot of discussion during design. Do you think this has worked well? Have people been using it as intended and finding it convenient?

JS: I’d highlight two main points about this. First, placing the main reception on the fifth floor is actually a well-established approach seen in modern hotels, airports, and large institutions. Although I’m not an architecture expert, I think it reflects a forward-looking trend in building design, which is a positive step. In practice, with the hospital open for just a few weeks, we’ve encountered a few initial challenges—particularly with signage. For instance, some patients assume A&E is at the front of the building, when it’s actually at the side with a separate entrance. To address this, we’ve called on volunteers from the local community, who were eager to assist given the anticipation surrounding the hospital. They’re helping guide visitors until clear signage is fully implemented. I’m confident that, in the months ahead, wayfinding will become seamless, making the hospital experience much better for everyone. With consistent communication efforts, I’m confident it will all come together smoothly. It’s just a matter of implementation. After only a month, there’s still some work to be done, but we’re making progress, and I have no doubt we’ll get there.


EW/LCC: Since you began working with the trust charity in the period towards the completion of the project, what feedback are you receiving from stakeholders?

JS: From the charity’s perspective, the main feedback is that our supporters and stakeholders are thrilled that we successfully closed our £2 million fundraising campaign just in time for the hospital opening. It was a close call, and at one point, we were even looking for donations of £10,000 or £20,000 to hit the target. But we did it, closing the campaign just three days before the hospital opened. I’d like to extend a big thank you to everyone, including you and your team, who helped us reach that goal. The feedback we’re receiving is that our supporters are proud to have been part of this journey and to have contributed to making a difference for the charity and the hospital.


EW/LCC: Have any of the stakeholders commented on the hospital opening, the building itself, or anything else related? Have any of the people who donated mentioned that their contribution was motivated by specific aspects, suc as the design or the impact of the hospital?

JS: We’re planning to host a showcase event at the new hospital to physically display some of the additions we’ve been able to fund, such as sculptures, mosaics, paediatric artworks, and research into cancer in the local area. There's still a lot to share, but the feedback I’m receiving from donors is that they’re deeply committed to supporting the community. They’re aware of the challenges here—40% of children live in poverty, 25% face obesity, and there are still high levels of smoking and alcohol addiction. The population is also very diverse, which is an exciting opportunity for us, as we can better cater to the needs of these communities. The charity aims to be at the forefront of this, doing as much as we can.


EW/LCC: Apart from supporting the artistic elements, is the charity also involved in the medical side of things? How is it addressing the health challenges in the community, such as poverty, obesity, and addiction?

JS: Yes, the charity is actively involved in supporting patient care, particularly through services like the Independent Domestic Violence Advocate Service. This service, which we’re moving to Midland Met’s A&E on Sunday, receives over 330 referrals annually from patients fleeing domestic abuse. Unfortunately, the need for this service has been increasing, with referrals rising by around 27% compared to the previous year. The charity partly funds this service, and it will be in high demand once the A&E moves. While there are other funding sources, we’re proud to play a key role in supporting this vital service, which is one of our flagship projects and essential for our patient groups.


EW/LCC: Has the project exceeded your expectations and in what ways? What does "more than a hospital" mean to you? How will the hospital building engage and contribute to the local community beyond healthcare?

JS: Having visited the hospital well over 100 times, both before and after its opening, the feedback I consistently received from people was overwhelmingly positive. Many were amazed by the size, scale, and design of the building. I remember one individual calling it a "colossus," which really stuck with me. The expectation for a typical hospital—just beds and wards—was far exceeded when people saw the capacity and design. Even now, seeing it in action with patients, staff, and volunteers, it’s truly fantastic to witness how well it’s being put into practice. The hospital is doing much more than just providing healthcare. For example, the learning campus currently under construction will offer space for nearly 1,300 learners each year, providing skills and opportunities for future employment. This ties into the belief that health and wealth—whether financial or through opportunities—are key to addressing poverty and ill health. From a charity perspective, we’ve been involved in initiatives like the SCORE programme which is our 'Volunteer to Career' program, and has seen 130 volunteers participate, with 40 securing employment, not just within our trust but across other healthcare institutions. This success rate of 1 in 3 is a significant achievement, highlighting the broader impact the hospital can have beyond healthcare.


EW/LCC: What stands out is that historically, Sandwell wouldn’t have been expected to have something like this. We’ve delivered a world-class facility that people can hardly believe, and this is driving regeneration in the area. It’s given the community something to be proud of. The built environment should reflect the level of service being offered, and now, with healthcare and well-being at a world-class standard, the people of Sandwell finally have what they’ve long needed. I remember Richard Beeken, the SWB NHS Trust CEO, at a stakeholder meeting saying, "The people of Sandwell wanted this, needed this, and now they have it," and that really stuck with me.

JS: You’re absolutely right. This hospital is more than just world-class healthcare. While we will have one of the best hospitals and clinicians in the world, as many people have noted, that’s only part of the equation. The real challenge lies in addressing the health inequalities and poverty in the community we’re serving. If we don’t tackle the lack of access to skills, jobs, training, housing, and education, then families will continue to rely on our healthcare system as their main support. Poverty and ill health are two sides of the same coin, and we must address both. Now that we have this world-class institution, the next step is to address the wider issues that affect these communities, especially once patients are discharged.


EW/LCC: The single grid design, without a transfer structure, led to significant financial savings, enabling the trust to add an indoor/outdoor winter garden to the original brief. This was not initially part of the clinical requirements, but was offered as a benefit to the hospital, made possible by the savings from the grid design. The question is whether this addition created opportunities, and if it was worth the effort to make it happen.

JS: The addition of a gallery space has been a thrilling opportunity for our partners, particularly arts organisations and charities. While artwork has been displayed in hospitals before, a dedicated gallery space that can host all forms of art—such as visual art, drama, dance, theatre, poetry, and music—has never existed. This unique space, enabled by the single grid design and Winter Garden, is just the beginning. Though we’re still in the early stages, with work underway to install the modular system, the gallery will play a crucial role in patients' recovery and provide an uplifting, positive experience for both them and their families.


EW/LCC: How has the collaboration of all the stakeholders, particularly those on the art committee, contributed to the success of the project?

JS: Partnerships have been essential to the success of this project. Without them, efforts like simply writing letters to donors would yield limited results. The involvement of experts, particularly through the Arts Committee, has been crucial. As neither the charity nor our team of clinicians and operational staff are art specialists, engaging knowledgeable volunteers from creative organisations has been invaluable. The Arts Committee is a prime example of this successful collaboration.


EW/LCC: Did you have other committees apart from the art committee as part of the charity?

JS: The fundraising effort was structured with three committees: one focused on businesses, one on the local community, and a third, an executive committee or "Campaign Council" overseeing the other two. While these committees have now been closed following the completion of the campaign, we have built lasting relationships with supporters who remain eager to stay involved and continue the work they helped make possible.


EW/LCC: The gallery space is truly fantastic. Have you considered whether top London galleries, might be interested in collaborating? While it’s a hospital, it’s also based in Birmingham, which could attract some exciting opportunities. Perhaps you’ve already discussed this with them, but there are certainly some renowned galleries and artists who might be eager to contribute something exceptional to the space.

JS: There’s definitely an opportunity here, though we need to balance it with capacity and resources. A few years ago, Laura, you’ll remember, we had ongoing discussions with the Ikon Gallery in Birmingham, which introduced us to fantastic artists eager to develop commissioned pieces for the gallery. While the idea was excellent, the challenge lies in the costs—the gallery and artists both incur expenses, and commissioning high-quality work, especially from renowned local artists, doesn’t come cheaply.

Our starting point is to re-engage with local galleries and communities, identify artists, and find the resources to make it happen. One exciting opportunity on the horizon is our collaboration with the City of Birmingham Symphony Orchestra. The vision is to have an orchestra in residence at the hospital’s gallery, though it would require substantial resources given the professional nature of the musicians. Watch this space.


EW/LCC: Is this the first large NHS building project which you have been involved in? And how is this different from your previous experiences?

JS: Yes, this is my first direct involvement, but I’ve visited quite a few other NHS builds. I was at Royal Liverpool when it was nearing completion, and I’ve seen plans for the overhaul of Leicester’s children’s department. I’ve also visited several older sites, and the difference is night and day compared to Midland Met. The contrast with older estates—some of which are 30, 40, or 50 years old—is stark. The older hospitals often feel closed off, while Midland Met is flooded with natural light, with views of the surrounding buildings and scenery. The charity’s art galleries and sculptures also add to this open, welcoming atmosphere. Very few hospitals, even in London, offer this kind of experience, but I still feel nothing compares to what we have in Sandwell.


EW/LCC: In what ways did you find the project inspiring?

JS: I think what stands out most is the people. I’ve been fortunate to work with some truly dedicated individuals, all of whom have been united by a common goal: doing the right thing for our patients and understanding what the wider population needs. It’s been incredibly inspiring and motivating to be part of that effort. There’s never been any hesitation in getting out of bed to do this work, but it’s been a lot of hard work, especially now as we’re preparing for the second of three moves. Many people have been burning the candle at both ends, and once the third move is complete, they’ll definitely need some time to rest and recover. It’s all about balance—dedicated people who have put in countless hours, days, and weeks beyond what they’re paid to do, just to get this building operational. That’s what makes this job so worthwhile.


EW/LCC: What recommendations would you give to other trust charities looking to take on a similar role? If you were creating a hospital charity from scratch or moving to a new hospital, how would you approach it differently, and what key advice would you offer?

JS: We set up a new charity from scratch for the trust, establishing a new process, board, and structure. The key takeaway for other trust charities is the significant value of being associated with a major capital build project like this. It greatly raises awareness for the charity, something we didn't experience with raising the ‘annual fund’ for our hospital services. Before, donations came mostly from patients who happened to hear about the charity while receiving care. But being part of a major build project boosts brand awareness exponentially. My advice to any charity considering this: without a doubt, say yes.