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 patient’s needs. At our last assessment we rated this key question good. At this assessment, the rating has remained Good. This meant patients’ needs were met through effective planning and delivery.

The service collaborated well with external partners and people when planning and delivering care, treatment and future support. Staff completed the appropriate assessments and demonstrated a person-centred approach which ensured they responded quickly and effectively to the needs of people. Accurate information was readily available and given to patients and their families whenever needed or requested. Training and processes were in place which enabled the service to identify possible bias, discrimination and barriers to treatment and how to act on this.

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.

Patients were at the centre of their care and treatment planning, ensuring plans reflected individual needs, preferences and ambitions. For example, one patient found it difficult to go into their treatment reviews due to the number of people in the room. Therefore, there was a full MDT discussion and then all, but 2 MDT members left the room which enabled the patient to join the meeting and participate fully. This demonstrated staff took actions to ensure meetings were fully inclusive and met the patients’ needs.

Care plans were holistic, individualised, and recovery focused. Patients and where appropriate families actively contributed to shaping care plans and reviews, and staff ensured patients fully understood their condition, treatment options, and associated risks.

Patients were encouraged, and supported to engage in vocational training, education courses, gymnasium classes, and groups within their local communities, which promoted skill building, confidence, and resilience. Staff enabled patients to make informed decisions about their care, and balanced safety with independence and personal growth.

Staff demonstrated a consistently person-centred approach, ensuring patients were treated as individuals. They encouraged patients to explore interests, build confidence, and maintain family and community connections. Staff actively supported patients to make decisions wherever possible and provided information in accessible formats, including easy-read materials and advocacy support. Effective oversight and auditing of patient involvement ensured care remained meaningful, personalised, and empowering.

Patients experienced coordinated care which was adapted to meet their individual needs, and personal recovery goals. Staff demonstrated a good understanding of the diverse health and care needs of the patients they supported and strived to deliver care that was joined up and flexible. Collaborative working was effective across the service’s wider teams and with external partners such as the community mental health team, and local housing providers to ensure care, and support was consistent and met patient’s needs and expectations.

When patients were discharged back into their communities, staff ensured the process was as smooth as possible with effective support in place. External partners were invited to attend care reviews and were involved in the discharge process. This ensured ongoing and collaborative care and maintained consistency which promoted and delivered better outcomes for patients leaving the service.

Staff helped patients access educational and vocational opportunities, such as training courses within their local communities, and supported skill development to enhance independence. For example, one patient was supported to partake in compulsory bike basic training (CBT) with a view to gaining the necessary qualifications to ride a motorcycle. Staff supported patients to practise their faith and maintain cultural or religious practices meaningful to them. They planned visits and leave flexibly while ensuring that care remained safe and consistent. Assessments ensured patients received the right care, treatment and support for their current and future needs.

Patients received information in a timely and accessible manner. Staff adapted materials to meet individual communication needs, such as leaflets in different languages or interpreters when necessary. Staff also utilised a translation app to meet the immediate needs of a patient whilst waiting for interpreter services. One patient told us “If I want copies of information, I can ask the staff or the doctor. The staff know me and can tell me the answer when I have questions about my leave or my medication.”

Information was shared during patients’ community meetings and displayed in communal areas for those unable to attend. Staff maintained ongoing communication with carers, families, and external agencies, ensuring patients’ care remained transparent, joined up, and responsive to their needs.

The provider’s website used an assistive technology toolbar, which allowed users to customise their online experience to meet their individual communication needs. The assistive toolbar enabled visitors to the website to change font size and colour and also to have information translated into different languages. Clear policies and processes ensured the service managed people’s information confidentially and securely by adhering to General Data Protection Regulation (GDPR). Staff actively identified, recorded and reviewed people’s consent to share information preferences regularly and in line with the Accessible Information Standard.

Patients felt confident to raise concerns and staff supported them to do so. Staff supported people and their relatives to provide feedback or raise concerns. People knew how to complain, and the service displayed clear information on how to access support, including advocacy and interpreter services and external organisations. For example, the Patient Experience Team (formerly Complaints and PALS). One patient told us, “I am able to tell staff what is wrong with the place. I have to wait sometimes until I get an answer or see a change, but the staff always listen, write it down and act.”

The service actively supported families and carers with carers assessments, and signposted them to external resource and support, the psychology team also offered psychology aftercare and support for families who’s loved ones were rejoining the community. Community meetings provided a regular forum for patients to express their views, suggest improvements, and influence ward practices.

Staff consistently applied the complaints process effectively, shared investigation outcomes with the wider team, and ensured lessons learned were embedded in practice to continuously improve patient experience. By involving people in feedback and communicating actions taken, the service built and maintained trust. This ensured patients, their relatives and visitors to the service felt valued, listened to, respected and included.

Patients were supported to access care, treatment, and support as needed. Staff made reasonable adjustments to accommodate individual needs and ensured patients received timely interventions in a way they understood. The premises were accessible, and the environment supported access for all people using or visiting the service.

The service worked collaboratively with external organisations to improve access and transitions between services. The service coordinated and worked collaboratively with community teams to plan and facilitate care. Staff facilitated access to post-discharge support, including community mental health teams, local authority 117 aftercare and community mental health crisis teams. treatment and support that was tailored to meet each person’s individual needs.

Medical cover was consistently available day and night. Doctors could attend quickly in emergencies, and the ward’s location allowed timely transfer to the local acute hospital if necessary. The service worked collaboratively regarding discharge with external partners. This ensured the appropriate ongoing care and support was in place, with the goal being better outcomes for patients who used the service.

Staff captured the views of people who may be at risk of experiencing inequalities or poorer outcomes and used this feedback to enhance person-centred care and support. Patients felt empowered to share their views and were encouraged and supported to do so. The service promoted a culture where people’s voices were heard, their views and opinions respected, and feedback acted on. We found evidence of communication, and autism passports in the care records we reviewed. Equality data was monitored across protected characteristics, helping staff to identify and address any inequalities in care, treatment, or outcomes. This included attention to communication needs, cultural and spiritual preferences, and the diversity of patient backgrounds.

Staff effectively supported patients with equality and human rights and adhered to legislation. Reasonable adjustments were made to meet each person’s social, cultural and religious needs, such as working with independent communication support services. Religious and cultural leaders were welcomed to visit the service to spend time with patients if this was requested or a need identified.

The service was part of the organisations Patient and Carer Race Equality Framework (PCREF). The Patient and Carer Race Equality Framework aimed to improve mental health outcomes for people from racialised and ethnically diverse communities. It created a better understanding of racialised communities across the workforce, co-produced improvement strategies with racialised people and carers and embedded anti-racism practice throughout services. The intention was to create more equitable and inclusive mental health services that worked better for everyone.

All staff completed mandatory equality, diversity and inclusion training, which ensured any potential inequalities or discrimination were recognised and addressed. The service had an equality, diversity and inclusion lead, and staff were alert to the risks of unfair treatment and where needed took the necessary actions to address any disparities in equity in people’s experiences and outcomes.

There were effective policies in place which ensured the service adhered to equality, diversity and inclusion principles. The policies aimed to safeguard against disadvantage for vulnerable people or those with protected characteristics and to promote fairness across all aspects of care within the organisation and to ensure the service was accessible. This approach ensured care was inclusive, responsive and effectively delivered to meet the individual needs of people most at risk of potentially experiencing poorer outcomes.

Staff supported people and their families to plan ahead and make important and informed decisions about their future care, treatment and support. Where appropriate relatives took part in discussions and decisions that reflected patient’s wishes, needs and preferences. One patient told us “I will be discharged soon and will go back home to my family. I am ready to leave now, and this place has helped me no end.”

Staff worked collaboratively with people to create person-centred care plans that included their preferences and personal needs, their views were captured and their voices heard. Care, treatment, transition and discharge planning was reviewed regularly and amended to meet people’s expectations and any change in needs. When required staff supported people to complete advance care plans, such as do not attempt cardiopulmonary resuscitation (DNACPR) documents and recommended summary plan for emergency care and treatment (ReSPECT) documents.

Staff collaborated effectively across their teams and with external partners when formulating plans for people with complex needs. This promoted consistency, continuity and coordinated support across different care and support settings. Staff ensured people received compassionate and effective care, which was focused on their long-term wellbeing, future plans and successful outcomes.