Derbyshire Healthcare NHS Foundation Trust

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• 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 service involved people and treated them with compassion, kindness, dignity and respect. This is the first inspection for this service. This key question has been rated good.

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.

Throughout our assessment, we found that staff treated patients with kindness, compassion, and respect. Patients spoke positively about their relationships with staff, with one commenting, “Staff are kind and so helpful, they seem to wait on me hand and foot — they’re marvellous.”

Staff knew patients well and understood their preferences, histories, and individual needs. They listened actively and communicated in ways patients could understand. Staff provided emotional support, reassurance, and encouragement, especially during mealtimes.

We observed that privacy and dignity were generally maintained. Gender-specific support was provided where needed, and staff upheld personal boundaries. However, at Cubley Court, we identified a concern where patients’ bedroom windows lacked privacy films. The provider acknowledged this and was actively addressing the issue by arranging installation of suitable film.

The service fostered a culture of kindness, empathy, and dignity, with staff demonstrating a caring approach at all times.

Staff treated patients as individuals, tailoring care, support, and treatment to meet their unique needs and preferences. Patients told us they felt understood and listened to. One patient said, “The staff know me well — what music I like to listen to, the films I like to watch. They know I love quizzes rather than some other activities, so they put quizzes on for the few of us that enjoy them.”

Care plans reflected personal, cultural, and religious needs. Staff considered patients’ backgrounds, beliefs, and protected characteristics when delivering care.

The service met individual communication needs effectively. Information was available in different formats, and staff adapted their approach to ensure patients could engage in decisions about their care. Dietary requirements — including gluten-free, vegetarian, religious, and cultural needs — were accommodated without issue.

Staff supported patients to exercise choice and control over their care and treatment wherever possible. They involved people in decisions in line with their capacity and legal status, and made sure patients understood their rights.

Staff helped patients maintain important relationships and stay connected to their communities. They organised weekly family and carer forums on the wards, where loved ones could visit, speak with nursing staff, access information, and meet with doctors. Staff encouraged visits and, where appropriate, supported patients to take leave with family or friends in the community.

Patients took part in a range of meaningful activities based on their choices and abilities. These included light physical exercise, chair-based groups, music and movie evenings, arts and crafts, relaxation sessions, and reminiscence groups. Staff adapted activities to each patient’s needs and preferences.

To build independence, staff encouraged patients to take part in daily living tasks such as cooking and laundry. They assessed patients’ abilities and supported them to use kitchen and laundry facilities where appropriate. Staff provided specialist and adaptive equipment such as mobility aids, handrails, and accessible bathrooms without delay following assessment.

Staff prioritised patients’ comfort and acted quickly to address immediate needs, concerns, or distress. They stayed alert and observant, recognising changes and responding promptly and appropriately. Patients told us they felt confident approaching staff with concerns, knowing they would be taken seriously and helped without delay.

Throughout our assessment, we saw staff respond quickly and effectively to patients. When ward alarms activated, staff reacted immediately to identify the patient’s needs. Staff used de-escalation techniques to reduce the need for physical interventions when patients’ behaviours became heightened.

Staff carried out needs assessments on patients’ admission. This helped them to deal with any specific risk issues, such as falls or pressure ulcers and care plan for these needs accordingly

Leaders promoted staff wellbeing to enable the delivery of safe, person-centred care. They encouraged regular breaks and created a culture where staff felt supported, valued, and able to speak openly. Staff consistently described management as approachable and responsive. One team member said, “We feel really supported. The managers are very approachable and always go that extra mile for us.”

Staff accessed a wide range of wellbeing resources. The provider offered 24/7 support through its online Focus system, along with dedicated wellbeing forums such as "Wellbeing Wednesdays", bereavement support, and access to psychology services. Staff also had support from HR and occupational therapy teams when needed.

Leaders made reasonable adjustments for staff with family or social commitments, helping to maintain a healthy work-life balance. Staff told us they felt proud to work for the organisation and valued the flexibility and understanding shown by their managers.

Staff could raise concerns or give feedback easily. Leaders responded quickly and thoughtfully, promoting a culture of inclusivity, openness, and shared ownership. Regular appraisals included career development discussions and access to tailored support. Staff felt heard and involved in decisions about their work and the wider service.