Lincolnshire Partnership 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

Caring - this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity, and respect. At our last assessment we rated this key question Good. At this assessment, the rating has remained Good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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.

Staff demonstrated a strong understanding of each patientas an individual, including their preferences, personal histories, social circumstances, and mental and physical health needs. This was reflected in how staff spoke about patients and described their engagement across a range of community settings, including clinics, home visits and multi-agency working environments. Staff developed therapeutic relationships over time, which supported continuity of care and helped patients feel known, valued and understood.

Staff communicated about patients in a respectful, compassionate and person-centred manner. They shared examples of positive practice, demonstrated empathy, and maintained a non-judgemental approach in their day-to-day work. Communication was tailored to individual needs, with staff adapting language, pace and style, and making reasonable adjustments for those with communication difficulties, cognitive impairment or sensory needs. This supported patients to understand their care and feel able to express their views, preferences and concerns.

Patients felt supported and respected by staff. Feedback indicated that staff were approachable, kind and took time to listen to concerns and anxieties. Emotional support was embedded within routine contacts, with staff offering reassurance, encouragement and practical advice, particularly during periods of deterioration, crisis or transition between services. This approach supported recovery and helped reduce social isolation.

Staff always respected and maintained patients’ privacy and dignity. Interactions, whether face-to-face, virtual or during home visits, were conducted in a way that upheld confidentiality and respected personal boundaries. Staff were mindful of the challenges of delivering care in community settings and took appropriate steps to ensure discussions took place in a private and suitable environment. Individual preferences, including those relating to culture, religion, gender and identity, were consistently recognised and reflected in care delivery.

The service promoted a culture of kindness, inclusion and respect. Staff demonstrated a commitment to upholding patients’ dignity and human rights, and care was delivered in line with recovery-oriented principles, promoting collaboration, independence and self-management. Staff worked in partnership with patients, carers and external agencies to ensure care was holistic and responsive to wider social and wellbeing needs.

Staff treated patients as individuals, tailoring care, support and treatment to meet their unique needs, preferences and recovery goals. Family members felt understood and listened to, and that nurses took time to get to know them all as people. One person said, “it’s not just my mum who the team support. Obviously, she is the priority, but they will ask how I am doing and if I needed to talk.”

Care plans reflected patients’ personal, cultural and religious needs, demonstrating a person-centred and recovery-focused approach. Staff showed awareness of everyone’s background, values and protected characteristics, and considered these when planning and delivering care. This ensured care was delivered in a way that was respectful, inclusive and tailored to the individual.

The service met patients’ communication needs effectively. Information was provided in a range of accessible formats, and staff adapted their communication styles to meet individual preferences and abilities, including for those with communication difficulties, cognitive impairment or sensory needs. This supported meaningful engagement in care and treatment discussions and promoted involvement in decision-making.

Staff also considered individuals’ physical health and wellbeing needs as part of holistic care planning. Where relevant, patients were supported to access appropriate services and advice relating to diet, nutrition and lifestyle, taking into account cultural, religious and personal preferences. This contributed to patients’ overall wellbeing and comfort within the community setting.

Staff supported patients using services to exercise choice and control over their care and treatment wherever possible. They promoted independence and respected individual autonomy by involving patients in decisions about their care in a way that reflected their level of capacity and legal status. Staff ensured that individuals were provided with accessible information and were supported to understand their rights. They demonstrated a good understanding of relevant legal frameworks, including the Mental Health Act and Mental Capacity Act, and ensured patients were aware of their rights, including access to independent advocacy where appropriate.

Staff supported patients to maintain important relationships and remain connected to their families, carers and local communities. They facilitated involvement of carers and families in care planning where consent was given, and supported regular communication through community appointments, home visits and remote contact. Carers were offered opportunities to engage with the service, receive information, and access support. Staff encouraged social inclusion and, where appropriate, supported patients to engage in community activities, helping to maintain social networks that support recovery. A family member told us, “The whole team help us remain a family.”

Patients were offered opportunities to engage in meaningful activities that reflected their individual preferences, interests and recovery goals. This included access to community groups, wellbeing sessions, vocational support and peer support opportunities. Staff demonstrated flexibility in tailoring interventions to meet the diverse needs of patients using the service, promoting inclusion and engagement.

To promote independence and daily living skills, staff supported patients to develop and maintain skills such as budgeting, social inclusion, self-care and managing their home environment. Assessments were undertaken to identify individual needs, and appropriate support or referrals were provided, including access to occupational therapy when required. Where necessary, staff worked with partner agencies to ensure patients had access to suitable equipment or adaptations in their homes. This approach helped patients to build confidence, maintain independence and develop the skills needed to support recovery and sustained living in the community.

Staff consistently prioritised patients’ safety, wellbeing and comfort, responding promptly to any immediate needs, concerns or signs of deterioration in mental health or social circumstances. They remained attentive to changes in patients’ presentation, including increased distress, risk or relapse indicators, and responded in a timely and appropriate way. Patients, family and carers felt confident in contacting the service when they needed support and said staff listened to them and took their concerns seriously.

During our assessment, we saw evidence that staff responded quickly and effectively to urgent situations. This included responding to telephone calls, crisis referrals and requests for support, as well as conducting timely home visits or arranging urgent appointments when risks increased. Staff demonstrated the use of appropriate de-escalation techniques and therapeutic communication when patients were distressed, aiming to reduce anxiety and prevent escalation, and promoting a calm and supportive approach.

Staff completed comprehensive and ongoing risk and needs assessments, which enabled them to identify and respond to immediate risks such as self-harm, suicide risk, safeguarding concerns or deterioration in physical health. These assessments informed personalised care and crisis plans, which outlined how to respond to changes in need and what actions should be taken in urgent situations. This proactive and responsive approach helped ensure risks were managed effectively and that care remained person-centred and responsive to individual needs.

Leaders promoted staff wellbeing to enable the delivery of safe, effective and person-centred care within the community setting. They encouraged staff to take regular breaks, manage their workloads appropriately and seek support when needed. Leaders fostered a positive and open culture where staff felt supported, valued and able to speak openly about pressures associated with community-based working. Staff consistently described management as approachable and responsive. One team member told us, “We feel really supported. The managers are very approachable and have an open-door policy to discuss anything.”

Leaders demonstrated a supportive and flexible approach to staff wellbeing, recognising the demands of community roles, including travel, lone working and caseload management. They made reasonable adjustments for staff with caring responsibilities or personal commitments, which helped maintain a healthy work-life balance. This contributed to staff satisfaction and retention. Staff told us they felt proud to work for the organisation and valued the understanding and flexibility shown by their managers in accommodating individual circumstances.

Staff were able to raise concerns, share feedback and contribute ideas openly. There were clear and accessible communication channels across the service, including team meetings and informal check-ins, and leaders responded promptly and constructively to staff feedback. This supported a culture of openness, inclusivity and shared responsibility, where staff felt respected and involved in the development of the service.

Regular supervision and appraisal processes were embedded within the service and included meaningful discussions about caseloads, risk management, performance and professional development. Staff had access to training relevant to community mental health practice and were supported to develop within their roles. They told us they felt listened to and were actively involved in decisions affecting their work and the wider service, which supported morale and continuous improvement.