- SERVICE PROVIDER
Lincolnshire Partnership NHS Foundation Trust
This is an organisation that runs the health and social care services we inspect
Assessment report published 8 July 2026
Contents
Ratings - Community-based mental health services for older people
Our view of the service
Lincolnshire Partnership Foundation Trust Older Adult Community Mental Health Teams (OA CMHTs) provide a comprehensive, multidisciplinary service delivering assessment, treatment and recovery-focused support to older people with complex mental health needs, including those experiencing dementia and associated behaviours that challenge. The service operates across multiple localities and offers care within patients own homes and communities, promoting independence and enabling individuals to remain in familiar environments wherever possible.
Teams are made up of a range of skilled professionals, including community psychiatric nurses, occupational therapists, consultant psychiatrists, support workers and administrative staff. They have direct access to specialist services such as older adult psychology, social care and neighbourhood teams, which supports timely, coordinated and holistic care delivery. This multidisciplinary approach ensures that patients received personalised care tailored to their mental health, physical health and social needs.
The service works collaboratively with a wide network of partner organisations, including primary care, social services, continuing healthcare providers and voluntary sector organisations. OA CMHTs are embedded within locality-based multi-agency Neighbourhood Teams, enabling seamless access to wider support for patients with complex and interrelated needs such as frailty, falls risk and long-term conditions. This integrated model supports joined-up care, reduces fragmentation and improves outcomes for people using the service.
As part of this assessment, we carried out onsite visits to four locations: Lincoln (Witham Court), Skegness (Holly Lodge), Louth (Windsor House), and Boston (Pilgrim Hospital). During these visits, we spoke with staff and reviewed care processes to understand how services were delivered in practice.
For the offsite element of the assessment, we requested and reviewed evidence and data from all seven localities within the service. This included the additional teams based at Spalding (Johnson Hospital), Sleaford and Grantham (Sycamore Centre), and Stamford (Stamford Resource Centre). This approach enabled us to take a comprehensive view of performance, governance and care delivery across the whole service.
Care is delivered during weekdays (9am–5pm) with clear pathways for escalation and partnership working to ensure patients can access additional support when needed. This included sign posting patients and carers to pharmacies, GP surgeries, The Samaritans and the crisis team. Staff demonstrated a strong understanding of person-centred and recovery-focused care and worked collaboratively with individuals, families and carers to support wellbeing and independence.
Leadership across the service was consistent, with clear management structures in place at each locality. Team leaders were identified and accessible, supporting effective oversight and coordination of care delivery across sites. Staff reported positive working relationships within teams and with leaders, contributing to a supportive and inclusive culture.
The service was previously rated good by the Care Quality Commission (published June 2017) under the former inspection framework. This assessment was conducted under the CQC’s new Single Assessment Framework (SAF) during an unannounced visit, where all quality statements across the five key questions were reviewed. Based on the findings of this assessment, the service has been rated good overall, reflecting consistent delivery of safe, effective, caring, responsive and well-led care.
People’s experience.As part of our offsite assessment, we spoke with five family members via telephone of people receiving support from the Lincolnshire Community Mental Health Team (CMHT). Feedback was consistently positive regarding the care and treatment provided by the service.
Family members told us their relatives felt safe, supported and well cared for by staff. Staff were described as kind, compassionate, approachable and committed to providing high-quality care. Family members said staff treated patients as well as carers with dignity and respect, listened to their concerns and ensured they felt valued and involved in decisions about their care.
Family members reported that staff were accessible and responsive, through scheduled appointments, telephone contact and home visits. They felt patients using the service were able to contact the team when required and that staff responded appropriately and in a timely manner. Feedback also highlighted that staff adopted a holistic approach, taking account of both mental and physical health needs when planning and delivering care.
Family members and their relatives were actively involved in the development of their care and risk management plans. They felt staff sought and considered patients views, wishes and preferences, supporting a personalised and recovery-focused approach to care that reflected individual needs and goals.
Family members also described how patients were supported to engage in meaningful activities within their local communities, such as wellbeing groups, social opportunities and support with daily living skills. They said this provided structure, promoted wellbeing and contributed positively to recovery.
Family members were aware of how to provide feedback, raise concerns or make a complaint. They felt confident in doing so and reported that staff listened and responded appropriately when issues were raised.
Mental Health Act and Mental Capacity Act Compliance Summary.
Most staff had completed relevant Mental Health Act (MHA) training. At the time of our assessment compliance levels all locations ranged from 70% to some locations being 100% compliant. Although some services had lower levels of compliance than the trust expected we found that staff demonstrated a good understanding of the Act, associated guidance and their responsibilities within a community setting. Staff were aware of how the MHA applies in the community, including the use of Community Treatment Orders (CTOs), recall processes and least restrictive practice. They had access to appropriate administrative support and legal advice, including Mental Health Act administrators, and were clear about how to seek guidance when required.
Policies and procedures relating to the MHA, including the Code of Practice, were readily accessible to staff. Information about Independent Mental Health Advocacy (IMHA) services was available, and staff understood how to refer patients to advocacy services to support their rights and involvement in care and treatment.
Staff explained patients’ rights under the MHA in a clear and accessible way, particularly for those subject to Community Treatment Orders or other legal frameworks. These discussions were documented appropriately and revisited as needed to ensure understanding. Staff demonstrated a commitment to least restrictive practice and supported patients to remain in the community wherever safe and appropriate.
Where required, staff liaised with relevant professionals, including Approved Mental Health Professionals (AMHPs) and Second Opinion Appointed Doctors (SOADs), to ensure legal requirements were met. Documentation relating to MHA processes was managed securely and was accessible to authorised staff through community-based systems.
Regular audits of MHA practice were undertaken across the service, demonstrating good levels of compliance. Findings from audits were used to inform learning, improve practice and strengthen governance arrangements.
Compliance with Mental Capacity Act (MCA) training was high, and staff demonstrated a good understanding of the five statutory principles. They were able to apply these effectively when working with patients in the community, particularly where there were concerns about decision-making capacity.
The service maintained up-to-date policies covering the MCA and Deprivation of Liberty Safeguards (DoLS), and staff were aware of how these apply in community settings, including the interface with the Liberty Protection Safeguards (LPS) where relevant. Staff knew how to access advice and support when managing complex capacity or safeguarding issues.
Staff took all practicable steps to support patients to make their own decisions and promote autonomy. Where concerns about capacity arose, decision-specific assessments were completed appropriately and clearly documented. When patients lacked capacity, best interest decision-making processes were followed, involving relevant professionals, carers and family members where appropriate, and considering the person’s wishes, feelings, values and cultural background.
Systems were in place to monitor compliance with the MCA and associated safeguards. This supported consistent, lawful and person-centred practice across community mental health teams and ensured that patients rights were upheld.