CSL Lincoln

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this newly registered service. This key question has been rated Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The service’s vision and values were clear, but further work was needed to ensure staff were familiar with them to support a positive culture and consistency within the service. Despite this, staff demonstrated integrity and honesty in their work. Managers led by example and monitored practice against the provider’s values.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The service fostered a positive listening culture that promoted mutual trust between staff and managers and supported continuous learning and improvement. Staff reported this had significantly improved since the new manager started, which had not been the case previously.

Managers had the skills, knowledge and experience to lead effectively. Regular audits and spot checks were carried out to assess culture and the quality of care, with appropriate actions taken to address any concerns identified.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service encouraged staff to speak up and raise concerns without fear, and external whistleblowers were supported. Managers listened to feedback and staff felt comfortable and supported to share their views.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider had an equality and diversity policy, and processes were in place to promote staff wellbeing. A staff member shared how the service actively supported staff from different nationalities by promoting an inclusive and respectful workplace. This included recognising cultural differences, encouraging open communication and ensuring equal opportunities for development and progression. They told us, “[There has been a] couple of situations where some staff members based on backgrounds have been refused by clients. We talk about equality and diversity at client meetings, and some clients like to do flags to celebrate nationalities.” Staff were supported with their learning needs to ensure all staff could access training and progress with their professional development. Staff told us they were supported during difficult times, and reasonable adjustments were made when needed.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Audits, action plans and spot checks provided evidence of quality assurance and management oversight. These processes were used to identify issues, learn from them and drive continuous improvement. However, work was needed to ensure learning from incidents was incorporated into care plans and risk assessments to prevent recurrence.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Processes were in place to ensure appropriate referrals to community partners and agencies, which supported joined-up working. Some partner agencies told us while actions were not always appropriate in the past, improvements had been made, and no recent concerns were reported.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

Quality assurance systems to measure impact and quality of life were being improved. The provider was developing its digital system to better measure outcomes and track people’s achievements. Work was underway to include descriptive elements alongside data to make the information more meaningful. The provider was looking to develop a more robust and improved system to make it easier to identify trends, learn from feedback and implement changes that improve people’s support.