Our structure and committees

The Trust's Board of Directors has a responsibility to make the best use of financial resources and deliver the services people need, to standards of safety and quality which are agreed nationally. 

The Council of Governors holds to account the non-executive directors on our Board of Directors. It is responsible for representing the interests of the Trust's members, the public and partner organisations.

A number of committees report to the Board of Directors. These committees are responsible for overseeing specific areas - such as finance and performance, and the quality of care. Learn more by clicking on the drop-down accordions below.

Audit and Risk Committee

The Audit Committee is responsible for establishing and maintaining an effective system of integrated governance, risk management and internal control across the organisation, in a way that supports the organisation’s objectives. It achieves this by:

  • Ensuring there is an effective internal audit function that provides appropriate independent assurance to the Committee, the Chief Executive and the Board of Directors
  • Reviewing the work and findings of the Trust's external auditor
  • Reviewing the findings of other significant assurance functions, both internally and externally
  • Reviewing the work of other committees within the organisation
  • Requesting and reviewing reports and positive assurances from directors and managers on the overall arrangements for governance, risk management and internal control
  • Reviewing the annual report and financial statements before they are submitted to the Board
  • Ensuring that the systems for financial reporting to the Board, including those around budgetary control, are subject to review in order to be sure that they are complete and accurate.

Throughout the year, the Audit Committee considers external audit reports, internal audit reports, and counter-fraud progress reports. All audit outcomes are overseen by monitoring the delivery of internal and external audit report recommendations.

The Committee considers the Board Assurance Framework, Annual Report, Quality Report, Annual Governance Statement and progress with internal and external audit plans. It also regularly receives updates on losses and compensation payments, exit payments, hospitality and sponsorship, tenders and waivers, debtors and clinical audit. The Committee also considers governance and compliance documents.

The Committee assesses the effectiveness of the external audit process by undertaking a self-assessment each year and by meeting with auditors in private. Auditors attend every meeting of the Audit Committee, and the Trust’s compliance with the audit plan approved by the committee is monitored.

Finance and Performance Committee

The Finance and Performance Committee oversees all aspects of financial management and operational performance on behalf of the Board. This includes:

  • detailed oversight of financial performance, forward projections and the assumptions that underpin forward plans
  • scrutiny of reports on performance
  • workforce budgets
  • the cost-improvement programme
  • a review of the Trust’s capability and capacity to meet the commercial and marketing requirements of potential business opportunities.

Mental Health Act Committee

The Mental Health Act Committee regularly reviews the patient activity under sections of the Mental Health Act.

A key role is to consider matters of good practice in accordance with the requirements of the Code of Practice and the Mental Health Act (1983 and 2007).

The Committee meets quarterly, and is generally attended by some of the Non-Executive Directors

People and Culture Committee

The role of the People and Culture Committee is to support the organisation to achieve a well-led, values driven positive culture. The Committee is to provide assurance to the Board that the appropriate structures, processes and systems are in place to ensure an effective capable workforce to meet the Trust's current and future needs by:

  • Overseeing the development and implementation of an effective People Plan which supports the Trust Strategy 
  • Ensuring that the People Plan and associated plans are aligned and focused on meeting the needs of the organisation 
  • Overseeing compliance with requirements of equality and diversity legislation and development of a culture which supports and embeds equality and diversity for staff, service and patients 
  • Achieving a well-led values driven positive culture at all levels of the organisation 
  • Ensures a systematic approach to the management of change to deliver an empowered, high performing workforce 
  • Ensures workforce plans are ‘fit for purpose’ and have sufficient flexibility to meet the changing needs of the Trust 
  • Has an understanding of the current and future capability required and develop a robust process to inform workforce plans 
  • Ensures there are robust performance processes in place for the effective management of the workforce to ensure the Trust meets it priorities 
  • Drives a positive culture and high staff engagement 
  • Ensures the learning and education needs of the organisation are understood and met.

Quality Committee

The Quality Committee enables the Board of Directors to obtain assurance that the Trust is providing high standards of care. In particular, the Committee ensures that adequate and appropriate governance structures, processes and controls in are in place throughout the Trust.

It is supported by three sub-committees: the Patient Experience, Patient Safety and Patient Effectiveness sub committees. 

Remuneration and Appointments Committee

The Remuneration Committee decides and reviews the terms and conditions of the Trust’s executive directors and senior managers. It also plays a key role in the appointment of executive directors, sometimes using the services of an expert search and recruitment agency.

The Remuneration Committee takes account of the latest Monitor guidance on executive pay and looks at benchmarking data with other trusts, as well as considering external market comparisons.

Safeguarding Committee

The purpose of the Trust’s Safeguarding Committee is to set strategy and provide assurance on progress and risks relating to the delivery of the Trust’s strategic objectives which fall within the Committee’s remit. The committee is also responsible for ensuring that all of our services and communities put people - our service receivers and their families - at the centre of their thinking and their actions, and that we as statutory services in our Trust walk alongside people supporting them and safeguarding their lives with them.

The Committee also provides assurances that legal requirements and national guidance is incorporated into Trust preventative and responsive safeguarding processes. The committee provides scrutiny that executive directors are learning the lessons from safeguarding related incidents both in our organisation and from national learning. 

Internal structure

Download our current management structure.

Operationally, the Trust is made up of four main service lines: 

  • Campus services: supports people with acute mental health needs, including at the Hartington Unit, Kingsway Hospital and Radbourne Unit.
  • Central services: incorporates services such as Dietetics, Early Intervention in Psychosis, Eating Disorders, Talking Mental Health Derbyshire, Learning Disabilities, Perinatal mental health services, Physiotherapy, Psychological Therapies, and Substance Misuse services. 
  • Children and CAMHS services: consists of our Children’s and Adolescent Mental Health Services (CAMHS), Derby integrated family health services, safeguarding children's services. 
  • Neighbourhood services: includes eight neighbourhood mental health teams, including Amber Valley, Bolsover & Clay Cross, Chesterfield Central, Derby City, Erewash, High Peak & North Dales, Killamarsh & North Derbyshire, and South Derbyshire & South Dales.
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