Dearne Valley NHS Dialysis Unit

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

Caring – 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 Good.

This is the first assessment for this service. This key question has been rated Good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

We have not awarded this service a score for Caring.

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

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

We observed compassionate personalised care, positive professional interactions and in-depth exchanges between staff and patients. Overall patients told us they were treated with “exceptional kindness”, empathy and compassion. They were happy and well cared for.

Staff respected and upheld patient’s privacy, dignity and confidentiality during their personal care or treatment. For example, they could use mobile screens around dialysis stations and cubicles when undertaking intimate examinations or treatment. They offered patients fresh linen from the clean utility to keep patients covered and warm during dialysis. Consultants usually saw patients in clinic where they could bring a relative or family member.

Staff took time to interact with patients and those close to them respectfully and responsively. They gave considerate and compassionate care to patients throughout their procedure. We observed staff were attentive to patient needs, delivering warm and personalised conversations during their care.

Staff understood and respected the personal, cultural, social and religious needs of patients and how they related to their care. Staff routinely supported patients with complex needs, ensuring care was tailored to individual requirements. Staff adapted care to meet the needs of patients who experienced anxiety in unfamiliar situations. They introduced new staff in a supportive way and provided additional reassurance where required, helping patients to feel comfortable and build trusting relationships with staff.

3. The provider 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.

The service adjusted for patients dependent on their needs. This was factored into their individual care plans. The service allowed for carers or family to stay during treatment if needed. The disabled toilets had two handwash basins for carers or patient relatives.

Staff made sure patients and those close to them understood their care and treatment. They ensured patients could obtain information and advice in tailored formats, including large print and different languages. They made sure patients knew their rights around complaining and how to do so. Staff aimed to avoid family members translating on behalf of patients for whom English was not their first language. They could access interpreters where required.

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

Staff supported patients to make informed decisions and choices about their care. Some patients told us staff helped them understand how their dialysis machine worked. This empowered their decision-making and reduced their anxiety. Staff discussed and shared all their dialysis machine observations with patients. They supported them to ask and addressed any questions they had. Staff also supported patients to go on holiday and travel by liaising with and providing all information to other dialysis units.

Staff gave patients and those close to them help, emotional support and advice when they needed it. Staff recognised when patients required additional emotional and wellbeing support and took appropriate action to help them access relevant services. They worked with patients to understand their needs and referred them to specialist support where appropriate. Patients were able to access ongoing support and be re-referred if their circumstances changed or further assistance was needed.

Staff were always ready to support patients who needed emotional help or support. They could refer patients with their consent to the renal counsellor for sessions at the parent trust. Staff could also provide them with contact details for the National Kidney Federation, or Kidney Care UK helplines. Reception and support staff encouraged patients to set up their dialysis station environment how they wished pre-procedure.

Staff understood the emotional and social impact a person’s care, treatment or condition had on their wellbeing. One patient told us staff listened when they declined a larger needle for more effective dialysis and improved outcomes. Staff promoted a chaperone service if required.

3. The provider 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.

Staff understood their patient cohort and how to meet their needs, even for complex patients. They assisted patients to get weighed and access their dialysis chairs safely. Staff could weigh patients unable to stand in their wheelchairs and hoist them onto dialysis beds. Any access or mobility requirements patients had were included on patient lists.

Patients told us staff answered call bells and responded to their needs promptly. All 12 dialysis stations had call buzzers patients could use. We saw staff responded promptly to resolve any issues, provide comfort or pain relief. One patient told us they were impressed by the rapid response and support when several staff intervened to resolve the issue after they had suffered a complication during treatment.

Staff completed and reviewed risk assessment tools promptly. They reviewed patients’ Waterlow assessments to ascertain their risk of pressure damage every six months or yearly if they were assessed as low risk. Staff also completed assessments for admission, diabetes, patient handling and falls. This meant the service could demonstrate staff promptly responded to changes in a patient’s condition or circumstances.

The service had systems to help care for patients in need of additional support or specialist intervention. For example, staff could access a dedicated renal social worker. They could also refer patients to the podiatry service. Staff could source bariatric beds or wheelchairs for patients unable to mobilise independently.

Staff also worked closely with the Alzheimer’s' local service manager to access John's Campaign and Butterfly Scheme. John’s Campaign is a UK-based movement advocating for extending visiting rights for family carers of people with dementia in hospital and care settings.

Staff accommodated patients’ mental health needs and assisted their mobility issues. They completed diabetes and foot care assessments.. Staff booked transport or equipment to suit patient’s mobility needs. Two spare wheelchairs were available on the unit for patients who did not bring their own.

Patients, relatives and carers told us they knew how to complain or raise concerns. The service clearly displayed information on how to do this in patient areas.

The service could evidence learning from recent complaints. The clinic manager and deputy manager acknowledged and promptly resolved any complaints patients had within 5 working days.

We saw examples where managers acted to resolve complaints. When patients raised concerns about their care, staff responded promptly, listened to their feedback, and agreed actions to address their needs.

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

The service recognised and met the wellbeing needs of staff. Staff were supported if they struggled at work. The RM told us they and colleagues were well supported upon their return to work, with check ins every fortnight. For example, leads undertook health support meetings, pressure support plans and occupational health referrals when needed.

The service had the necessary resource and facilities for safe working, such as regular breaks and rest areas. The unit had staff facilities such as a break room with kitchen, changing rooms with lockers and showers onsite.

Managers supported staff to develop through yearly, constructive appraisals of their work. All staff on the unit had completed or were due for appraisal. Leads had rolled out new appraisal feedback forms. These covered all staff competencies for discussion and review. Staff had to sign to confirm they had read any new or updated policies such as health and safety.

Staff had regular opportunities to provide feedback, raise concerns and suggest ways to improve the service or their experiences. Any staff issues within the clinic were resolved in accordance with the employee handbook. Staff were encouraged to first raise issues with their line manager. This helped resolve grievances informally and maintained good working relations.

Staff were given the opportunity to feedback about concerns with the service, which managers considered and acted upon. Service leads conducted an annual staff survey. We reviewed the action plan from 2025’s survey started in January 2026. Managers had addressed and actioned 4 areas of feedback by April 2026, one of which was ongoing. Broadly these prompts related to vision, recognition, career goals and stress.

Staff felt valued by their leaders and their colleagues. Clinic staff meeting minutes had a people and teamwork agenda item. This included team building exercises, or any staff who went above and beyond. In April 2026 staff were organising a day out for afternoon tea.