Derbyshire Healthcare NHS Foundation Trust

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 service met people’s needs.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.

Staff placed patients at the centre of their care, making sure decisions reflected individual needs, preferences, and circumstances. They worked closely with patients, families, and external partners to plan and deliver personalised care, both day-to-day and in preparation for the future.

Each patient had a “This is me” profile displayed in their room, offering detailed insight into their likes, dislikes, personal history, important people, and familiar places. Staff used this information to shape care around what mattered most to each person, from recognising anniversaries to tailoring conversations and activities.

Staff completed thorough assessments on admission and reviewed them regularly. They acted quickly when needs changed and ensured care plans stayed relevant and responsive. These plans reflected physical, emotional, mental health and social needs, including adjustments for protected characteristics under the Equality Act.

Patients received accurate, accessible information about their conditions, treatment options, and any associated risks or benefits. Where appropriate, staff encouraged the involvement of family members and others who knew the patient well, supporting shared decision-making in a way that upheld the patient’s preferences and autonomy.

Staff understood the diverse health and care needs of patients and made sure care was joined up and flexible. They worked to keep care continuous and focused on each person’s individual needs.

Patients and their families, if appropriate, were involved in decisions about their care. When patients moved between services or went home, staff made sure the process was smooth and reassuring. With patients’ permission, staff invited outside partners to meetings to plan care together. This teamwork helped improve outcomes.

Assessments ensured patients received the right care for their needs now and in the future. By working closely with patients and partners, staff provided joined-up care that met people’s needs and preferences

Staff provided patients with accurate, up-to-date information about their care and treatment in ways patients could understand. The service used systems and processes to tailor information to individual communication needs, including easy-read formats, different languages, and interpreter services when needed.

Clear policies guided staff to manage patient information securely and confidentially, following data protection laws such as GDPR. Staff actively identified, recorded, and reviewed patients’ information needs regularly, making reasonable adjustments as necessary in line with the Accessible Information Standard.

Staff kept patients, families, and carers regularly updated on care and progress while respecting privacy and confidentiality. The service displayed information about raising concerns or complaints, helping patients understand their rights.

Staff involved families and carers when appropriate, using processes that ensured timely and accurate communication.

Staff made it easy for patients, families, and carers to give feedback or raise concerns. Patients knew how to complain, and the service displayed clear information on how to access support, including advocacy services, interpreter support, and external organisations like PALS.

In the last three months, the service received three complaints. Staff investigated each one in line with the provider’s policy and responded to the person who raised the concern within the required time frame. All complaints were managed with openness and respect, and staff protected patients from any negative consequences as a result of speaking up.

Patients shared their views during regular community meetings. Staff recorded concerns in meeting minutes, responded with clear actions, and provided feedback to the patient or family member involved. Staff also encouraged ongoing feedback using care experience forms placed throughout the service.

Staff valued feedback and saw it as a tool for improvement. One staff member told us, “We have a complaints procedure, and always support patients and their families to raise concerns or make complaints when needed.” Staff received updates on complaints and made changes to practice based on what they learned.

By involving people in feedback and keeping them informed about the actions taken, the service built trust and made sure patients felt heard, respected, and included.

Staff made sure patients could access care, treatment, and support in a way that worked for them and met their individual needs. They identified and removed barriers to care, particularly for people with complex needs, enduring mental illness, or protected characteristics under the Equality Act.

Staff supported people with mobility needs by providing mobility aids. The service also ensured that shower chairs and other equipment were available where needed.

Medical cover was in place day and night, and doctors could attend the ward quickly in an emergency. Staff could also transfer patients to the local acute hospital without delay when required.

The service worked in partnership with external organisations to improve access and transitions between services. Staff coordinated with GPs, community mental health teams, and integrated care boards to plan care and support tailored to each person’s needs.

The premises were CredAbility Verified Accessible, and the environment supported access for all patients referred to the service. Staff considered social impact and used feedback to improve access for those who might face disadvantage or inequality.

Staff planned, with clear links to aftercare, community teams, and crisis services. Discharges only happened when clinically appropriate. When there was a delay in patient’s discharge, there were genuine reasons for it.

Staff actively sought out the views of people who may be at risk of unequal experiences or outcomes and used this feedback to tailor care, support, and treatment. Patients felt empowered to share their views, and staff created a culture where people’s voices were respected and acted on.

There were clear policies in place to ensure the service worked within the principles of Equality, Diversity and Inclusion (EDI). These policies aimed to prevent disadvantage for vulnerable people or those with protected characteristics and to promote fairness across all aspects of care.

Staff supported individuals in line with equality and human rights legislation. They made reasonable adjustments to meet each person’s social, cultural, and religious needs—for example, by providing easy-read information and working with independent communication support services.

All staff completed mandatory EDI training, which helped them recognise and address potential inequality or discrimination. Staff remained alert to the risks of unfair treatment and took proactive steps to ensure equity in patient experience and outcomes.

This approach ensured care was inclusive, responsive, and shaped around the needs of people most at risk of experiencing poorer outcomes.

Staff supported patients to plan ahead and make informed decisions about their future care, including at the end of their life. Where appropriate, families or carers were involved in these discussions to ensure decisions reflected the patient’s wishes and needs.

Staff worked with patients to create personalised care plans that included their views, values, and preferences. These plans were regularly reviewed and adapted if needs changed. When required, staff supported patients in completing advance care plans, such as Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) forms and Recommended Summary Plan for Emergency Care and Treatment (ReSPECT) documents. One staff member told us, “Patients can be admitted with DNACPR forms, or we complete them with them and involve family where possible—DNACPR must travel with the patient at all times.”

Care for people nearing the end of life was delivered with sensitivity and dignity. Staff communicated clearly and compassionately, ensuring patients and their loved ones were supported throughout the process.

The service collaborated with external health and care partners when planning for patients with complex needs, promoting continuity and coordinated support across settings. This approach ensured patients received thoughtful, respectful care focused on their long-term wellbeing and future wishes.