Derbyshire Care Services HQ

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider made exceptional efforts to ensure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People experienced person-centred care. A relative said, “Managers, [My family member] and I discussed their care and agreed the way forward. It is a cooperative approach which allows us all to re-evaluate at any time.” Another relative told us, “[My family member] doesn’t really speak good English so they send carers that speak their language. That’s good, carers are chirpy and [my family member] can have a laugh and a giggle with them. That’s important as it might be the only people they see.” Another relative commented, “[My family member] just had [an operation] so the care plan was amended, and staff are following the washing instructions exactly. A coordinator visited to get an update and exchange information and generally make sure all is okay with the care. I don’t know if that’s an annual process, but it was valuable.” Out of the people who had returned a recent survey, all of them had said they, ‘Had the care and support that enabled them to live as they wanted to, were seen as a unique person with skills, strengths and goals.”

Staff felt they were able to give person-centred care as they were able to build up relationships with people. For example, a member of staff told us, “I like the fact I have the same clients, and we get to know them, we are confident with them, and they are happy with us. We get the same clients every day, it makes our time run smoother and we know where everything is.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People felt they received continuity of care. One person told us, “I have regular staff, and they do provide me with consistent care.”

Leaders worked with the commissioners of people’s care when they identified a change in a person’s needs. This helped ensure people’s care was re-assessed and increased or decreased as needed.

Care plans and risk assessments reflected any advice and guidance from other health and social care professionals such as from district nurses, speech and language therapists or occupational therapists. Referrals had been made to these professionals when necessary. This helped people receive the care they needed.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People told us they knew how to contact the office if they had any queries. Leaders told us contact numbers and other information such as how people could make a complaint or pass on a compliment were also provided. The complaints guide had been produced in an ‘easy to read’ format.

Staff were aware that people may need to use a variety of different communication methods and told us of when this had been relevant to the people they had supported. For example, staff spoke of having had experience of supporting people with hearing loss and when people had used visual communication guides.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People and staff had been asked for their views on various aspects of the service, and these were analysed and actions taken to make improvements whenever possible. For example, a recent survey had identified actions to help a person access their digital care records. For staff, actions had been identified to try and improve communication and arrange regular team meetings.

People felt they were listened to when they gave feedback. One person told us, “I’m very pleased with the company as well as the carers themselves. I get calls from the office asking how things are going and checking I’m getting the care as I should be. I can say when I think standards have been lower and they take it on board. I like the office staff and feel they know me very well.”

The provider had a complaints policy in place and maintained oversight of any complaints made to ensure they were investigated in line with their policy. Investigations into complaints were seen to be thorough and transparent and provided a full explanation of the findings and actions that would be taken to make improvements going forwards.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Leaders told us they had worked to help ensure emergency service staff members could access important information about a person’s care needs should an unplanned emergency arise. This included having secure access to people’s digital care records as well as having clear details of where people’s important paper-based records were stored in their homes. This helped people to get the care they needed without unnecessary delay.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Leaders and staff understood the importance of ensuring people could be involved and heard in their care to help ensure people did not experience any inequalities. People felt they were supported to be involved and were listened to. For example, one relative told us, “[My family member] has got to know most of the staff. We started with a good assessment and staff have a good understanding of their needs and how to work with them and how they present. English is not their first language, but staff are good at using and reading body and facial language, and they involve my [family member] and me, it’s very much a case of working together.”

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

When people were supported on an end-of-life care pathway, staff supported them to talk about their wishes and any decisions they wanted to make. These were reflected in their care plans and risk assessments. Staff told us they worked closely with the local district nurse teams to ensure any changes to people’s care needs would be kept up to date.