Derbyshire Community Health Services NHS Foundation Trust

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

We looked for evidence that the service involved patients and treated them with compassion, kindness, dignity and respect.
At our last assessment, we rated this key question as outstanding. At this assessment, the rating has changed to 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.

Patients experienced kind and compassionate care, and staff demonstrated a commitment to listening to people’s experiences and improving dignity and respect. Staff treated patients with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.
Patients were treated with kindness, compassion, and respect. One patient said , “They do respect my dignity.” Patients said staff listened to them and communicated in a way they could understand. We observed positive, caring interactions, and patients felt staff knew them well, including their preferences, wishes, and personal histories. A patient told us, “They (staff) look after the patients so well. No-one stands out though as they’re all good.” Patients were confident that staff would respond promptly to their needs, particularly when they were in pain, discomfort, or distress.
Leaders actively sought feedback through visible ward presence and ‘worry catcher’ sessions, and feedback reviewed during the inspection was largely positive.
Staff respected people’s privacy and confidentiality and demonstrated a culture of kindness and respect, including when working with colleagues from other organisations. The team celebrated patients’ birthdays and special occasions, supporting a warm and compassionate ward culture. On Oker Ward, staff went the “extra mile” and liaised with local charities, including a charity in Matlock, to access additional supplies and resources to support patients’ comfort and dignity.
However, we observed some isolated incidents where people’s dignity could have been better maintained. Leaders acknowledged these observations and recognised the opportunity to strengthen practice and share good examples from across services to support consistent standards.

Staff treated patients as individuals, respected their backgrounds and preferences, and took proactive steps to ensure communication needs were met and patients felt understood and involved in their care.
Staff 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.
Staff understood and met patients’ personal, cultural, social, religious, and equality needs. Staff used a person-centred approach from admission, gathering information directly from patients and families and using tools such as “This Is Me” booklets to understand what mattered to each patient. These included patients’ routines, preferences, food and drink choices, and any specific needs, which helped staff tailor care appropriately.
Staff met patients’ communication needs to ensure they could fully participate in their care. For example, staff arranged interpreter support in advance for a patient who required it. On some wards, staff collectively spoke several languages, which supported patients whose first language was not English.
Staff identified and met patients’ dietary and cultural needs. For example, kitchen staff supported a patient who followed a specific religious diet and ensured food was prepared safely to avoid contamination. Housekeeping and catering staff demonstrated awareness of patients’ individual requirements, supported by nutritional information displayed in the kitchen. One staff member said, “We identify any religious, or cultural needs when patients are admitted. We have chaplains that visit the ward and welcome any other religious or cultural leaders to visit our wards to spend time with patients of all faiths.”
 

Staff promoted independence, choice, and control in a way that respected patients’ preferences and abilities, while supporting recovery and wellbeing during short inpatient stays.
Staff promoted people’s independence, so patients knew their rights and had choice and control over their own care, treatment, and wellbeing.
Staff supported patients to have choice and control over their care, treatment, and wellbeing wherever possible. Staff encouraged independence through a “hands-off” approach, supporting patients to do as much as they could for themselves while remaining available to provide assistance when needed. This approach promoted personal care, confidence, and independence. One staff member explained, “We have different activities for patients depending on their capabilities and interests. We also complete practical living skills assessments like washing, dressing and folding clothes.”
Staff supported patients to understand their rights and make informed decisions by using clear communication and reviewing understanding throughout their admission. Patients were involved in decisions about their daily care, routines, and preferences, and staff adapted their approach based on individual needs.
Staff supported patients to maintain relationships that were important to them. Patients had access to friends and family during their stay, and staff encouraged involvement and remained flexible with visiting arrangements which supported wellbeing and recovery.
Staff provided appropriate equipment and environments to maximise patients’ independence and outcomes. This included access to therapy kitchens on some wards and day rooms were also used to encourage activity, reminiscence, and social interaction. Staff facilitated activities such as memory-based sessions and seasonal events, including creative activities during festive periods. While staff encouraged the use of communal spaces, they respected patients’ choices where individuals preferred not to participate.
 

Staff 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 prioritised patients’ immediate needs, comfort, and wishes and responded promptly to avoid preventable discomfort, concern, or distress. During the inspection, we observed staff responding quickly to call bells, and patients confirmed they could easily summon help when needed. Patients told us staff were easily available. One patient said, “They come very quickly if I ring my buzzer.” Staff remained alert to patients’ needs, taking time to observe, communicate, and engage with patients to understand how best to respond in line with their preferences.
Staff recognised when patients required urgent support and used appropriate clinical tools, such as the National Early Warning Score (NEWS2), to monitor changes and respond promptly to deterioration. While the service did not formally measure response times, staff demonstrated a responsive approach and acted promptly when patients’ needs changed.

Staff felt supported, listened to, and valued, which ensured patients received safe, effective, and person-centred care.
Leaders cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.
Staff felt valued by leaders. Leaders had taken steps to recognise and meet the wellbeing needs of staff, which included the necessary resources and facilities for safe working, such as regular breaks and rest areas. Staff reported being supported if they were struggling at work.
Leaders created opportunities for staff to provide feedback, raise concerns, and suggest improvements through regular team meetings, quarterly staff surveys, wellbeing meetings, and open conversations. Leaders responded to feedback in a timely and considered way. Staff described a culture of inclusivity, active listening, and openness, which helped normalise discussions about wellbeing and enabled staff to do their jobs well.
Staff had access to personalised wellbeing support that recognised the diversity of the workforce. This included flexible working arrangements, work passports, occupational therapy referrals for staff, wellbeing resources, menopause and pre-menopausal support groups, and access to specialist support services. Leaders supported staff during periods of illness, bereavement, or personal difficulty through signposting and practical support.
Leaders promoted a sense of belonging and encouraged staff involvement in service development. On Oker Ward leaders promoted team-building days, engagement events, guest speakers, and projects such as exploring the experience of new starters which supported staff inclusion and connection. Staff also described positive use of communication tools, including regular updates and informal group communication, to stay connected.
Leaders encouraged staff to report incidents of inappropriate behaviour, including from patients, through incident reporting systems, and leaders supported staff who raised concerns. Leaders also introduced recognition initiatives to celebrate staff contributions, which helped to reinforce a positive and supportive workplace culture.