Norfolk and Norwich University Hospital

Updated 23 August 2024

Updated 1 February 2023

Updated 15 May 2019

A summary of our findings about this service appears in the Overall summary.

Updated 15 May 2019

A summary of our findings about this service appears in the Overall summary.

Updated 23 August 2024

Updated 17 April 2020

Our rating of this service improved. We rated it as outstanding because:

• The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. The service managed medicines and safety incidents well and learned lessons from them. Staff collected safety information and used it to improve the service.
• Staff provided good care and treatment, gave patients enough to eat and drink, and gave them pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients, supported them to make decisions about their care, and had access to good information. Key services were available seven days a week.
• Relationships between patients, those close to them and staff were strong, caring, respectful and supportive. Staff treated patients with compassion and kindness, respected their privacy and dignity and took account of their individual needs. They understood patients’ personal, cultural, social and religious needs; took them into account, and found innovative ways to meet them. Staff empowered and involved patients, families and carers to understand their condition, make decisions and become partners in their care and treatment. Patients’ individual preferences and needs were always reflected in how care was delivered. Staff provided emotional support to patients, families and carers which exceeded their expectations.
• The service planned care to meet the needs of local people, was flexible, provided informed choice and ensured continuity of care. Patients’ individual needs and preferences were central to the delivery of services. There was a proactive approach to understanding the needs and preferences of different groups of people, for example travellers and homeless people, and to delivering care in a way that meets these needs. People could access the service and appointments in a way and at a time that suits them. The service can demonstrate where improvements have been made as a result of learning from feedback and that learning.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Leaders had a deep understanding of issues, challenges and priorities in their service, and beyond. The strategy was stretching, challenging and innovative, while remaining achievable and staff understood it. There was a systematic approach to monitoring, reviewing and providing evidence of progress and quality. Staff felt respected, supported and valued and there were high levels of staff satisfaction. Staff were proud of the organisation as a place to work and spoke highly of the culture. Staff at all levels were actively encouraged to speak up and raise concerns. Staff were clear about their roles and accountabilities. They were focused on the needs of patients receiving care. The service engaged well with patients and the community to plan and manage services and there was a demonstrated commitment at all levels to sharing data and information proactively to drive and support internal decision making as well as system-wide working and improvement.

Updated 22 February 2024

Updated 23 August 2024

Updated 23 August 2024

Updated 30 July 2021