Norfolk and Suffolk NHS Foundation Trust

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

This means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we did not rate this key question. At this assessment the rating was rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The trust always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff attitudes and behaviours when interacting with patients showed they were discreet, respectful and responsive, providing patients with help, emotional support and advice. Staff supported patients to understand and manage their care and treatment through using tools that supported patients’ individual needs, including their personal, cultural, social and religious needs. Throughout our assessment, staff consistently upheld patients’ privacy and dignity. The service promoted a culture of kindness, respect, and compassion, ensuring a consistently caring approach.

We spoke with 16 patients and 5 family members as part of this inspection. Patients we spoke with, told us that staff were supportive and kind, patients liked their rooms and they said they had comfortable beds. Patients said they knew and understood what medication they were taking.

The trust had a Race Equality Strategic Plan and a Promoting Equality, Diversity and Inclusion policy in place, which staff were aware of. Overall, 97% of staff had completed Equality, Diversity and Inclusion training. This ensured that staff understood and applied principles of fairness and inclusion in their daily practice. In addition, 98% of staff had completed the Oliver McGowan Learning Disability and Autism Awareness training, equipping them with the knowledge and skills to support patients with neurodivergence effectively.

The trust treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Patients on some wards had access to regular patient meetings, where they could discuss any concerns or compliments. Ward patient meetings were well attended and minutes showed changes that had been implemented following the meetings. For example, following patients feeding back to staff an additional activity worker had been assigned to support running more groups on the ward and ensuring the drinks hatch was open all day. Due to the nature and degree of cognitive impairment, the patients on Laurel, Beach, Rose and Reed wards did not have patient meetings. This was because bringing people together in a group setting would not be supportive. Instead, the wards provided information and gained feedback from carers groups and through skilled communication.

Carers had access to monthly carers meetings, where they could raise any concerns or offer any feedback to staff. Guest speakers from external organisations were invited to speak at carers meetings to offer additional support.

Patients had a choice of food to meet the dietary requirements of religious and ethnic groups and to account for allergies and intolerance's.

The trust promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff empowered and supported patients to have as much choice and control over their care and treatment as possible. They involved patients in decisions always considering their capacity and legal status and supported patients to ensure they understood their rights.

Care plans set out current needs, promoted strategies and short-term goals to enhance independence, and demonstrated evidence of planning and consideration of longer-term goals of each person. People we spoke with told us they were supported to have choice and control over their own care and support.

The trust listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Across all Older Adult’s Wards, carers were involved in quality improvement work, including participation in the Falls Reduction QI Collaborative. Their input helped shape service improvements and strengthened the focus on safety from a carer and patient perspective.

On Willows Ward, during the mutual health meeting, it was raised by patients that there was a lack of radios or devices to play music. In response to this, the team purchased radios with built in batteries for patients to utilise.

Staff involved patients and gave them the options to have a copy of their care plans. Patients and their carers attended ward rounds and were involved in decisions about care, treatment and discharge.

Staff were aware of and dealt with any specific risk issues, such as falls or pressure ulcers and care planned for these accordingly. During our inspection we saw there were patients who had been assessed as needing enhanced observations, and this was reviewed regularly by staff.

Staff made sure patients could access advocacy services. Information on how to contact the independent mental health advocacy service was displayed on notice boards throughout wards.

The trust cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff had good morale and staff told us they enjoyed working for the trust and they received good support from colleagues and managers.

Staff told us Norfolk and Suffolk NHS Foundation trust celebrated its employees through the annual Safer, Kinder, Better Awards and the monthly TALK Awards. The TALK Awards were a monthly scheme, where staff, patients, and the public can nominate individuals who embody the trust’s "TALK" values:Team,Accountable,Learn and improve, and Kind.

In alignment with the trusts People Strategy, the trust had prioritised Workforce Wellbeing and Enablement to tackle historical staffing challenges and improve the working environment. This included offering staff a comprehensive package including staff counselling, mental health first aid, and physiotherapy,enhanced flexible working policies and "e-rostering" to provide staff with a better work-life balance and programmes like the "Inspiring Leaders" initiative aim to equip ward managers, with the tools to foster supportive, high-performing team cultures.

The trust had a Race Equality Strategic Plan for improving race equity across recruitment and progression. The plan also focussed on improving culture and increasing leadership accountability. The trust had a ‘Race past racism’ project in place to improve staff support when dealing with racism.