Lincolnshire Partnership NHS Foundation Trust

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive - this means we looked for evidence that the service met people’s needs. At our last assessment we rated this key question Good. At this assessment, the rating has remained Good. This meant people’s needs were met through effective planning and delivery.

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 placed patients at the centre of their care and treatment, ensuring that decisions reflected their individual needs, preferences and circumstances. They worked collaboratively with patients, their families, carers and external partners to plan and deliver personalised care in the community, both for current support and future recovery goals.

Each person had an individual care record that included important information about their personal history, preferences, relationships and what mattered most to them. Staff used this information to tailor their approach, ensuring interactions and interventions were meaningful and aligned with the person’s values and goals.

Staff carried out comprehensive and timely assessments when patients were referred to the service and reviewed these regularly. Assessments were updated promptly in response to any changes in mental health, risk or social circumstances. Staff demonstrated a proactive approach to ensuring care plans remained current, relevant and responsive to patients evolving needs in the community.

Care plans reflected a holistic understanding of each person, incorporating their mental health, physical health, emotional wellbeing and social needs, including housing, employment and social inclusion. Staff considered protected characteristics under the Equality Act 2010 and made reasonable adjustments where required. This supported equitable access to care and promoted inclusive, person-centred practice.

Patients were provided with clear, accessible and up-to-date information about their mental health, treatment options and any associated risks or benefits. Staff adapted communication methods to meet individual needs, including the use of easy-read materials, digital communication or involving advocates where appropriate. This enabled patients to make informed choices about their care.

Where appropriate, and with consent, staff actively involved families, carers and those important to the person in care planning and review processes. This supported a collaborative approach while ensuring that the individual’s views, preferences and autonomy remained central to all decision-making.

Staff demonstrated a clear understanding of the diverse and often complex mental health and social care needs of patients using the service. They delivered care in a flexible and coordinated way, working collaboratively within multidisciplinary teams to ensure consistency and continuity. Care was centred on each person’s individual needs, preferences and recovery goals, reflecting the community context and promoting a person-centred experience.

Patients were actively involved in decisions about their care wherever possible. With consent, families and carers were encouraged to participate in care planning and review processes, helping to build a more holistic understanding of individuals’ needs and circumstances. This collaborative approach supported care that was meaningful, personalised and responsive to the person’s wider support network.

Staff worked closely with a range of internal and external partners, including primary care, social services, voluntary sector organisations and specialist services, to ensure joined-up care. There were clear pathways and effective communication systems in place to support partnership working and information sharing, which helped to reduce fragmentation and improve outcomes for patients using the service.

When patients moved between services or required additional support, staff ensured that transitions were well planned and coordinated. This included step-up care to crisis services, transfers between teams, or discharge back to primary care. Transitions were managed in a way that minimised disruption and uncertainty, with clear communication and involvement of the person and, where appropriate, their carers. Staff shared relevant information promptly with other services to support continuity of care.

Assessments were comprehensive, holistic and forward-looking, taking account of mental health, physical health and social needs. Care plans reflected both current needs and longer-term recovery goals, including relapse prevention and crisis planning. By working collaboratively with patients, carers and partner agencies, staff delivered coordinated, integrated care that supported continuity and enabled patients to achieve and maintain wellbeing within their communities.

Staff provided patients using services with accurate, up-to-date information about their care and treatment in a clear and accessible way. They adapted their communication to meet individual needs, ensuring patients were able to understand and engage with the information shared. A range of approaches was used, including easy-read materials, digital communication, translated documents and access to interpreter services where required. This ensured patients from diverse backgrounds and with varying communication needs could participate fully in decisions about their care.

Clear policies and procedures supported staff in managing information securely and confidentially, in line with data protection legislation, including the General Data Protection Regulation (GDPR). Staff demonstrated a good understanding of their responsibilities around confidentiality and information governance, particularly in the context of community-based working and digital communication systems and consistently protected sensitive information.

Staff identified and recorded patients’ communication and information needs as part of their assessments and reviewed these regularly. Reasonable adjustments were made in line with accessible information standard (AIS), ensuring patients received information in formats that met their individual requirements and supported their involvement in care and treatment decisions.

Patients were kept informed about their care, including progress, care plans and any changes to treatment. With consent, families and carers were also provided with relevant updates. Staff ensured communication was timely and clear, while always respecting patients’ privacy and confidentiality. Information about how to raise concerns or make a complaint was readily available and provided in a way that patients could easily access and understand, supporting their awareness of their rights.

Where appropriate, staff involved families, carers and other professionals in communication and care planning, with systems in place to support timely, accurate and coordinated information sharing. This collaborative approach promoted transparency, strengthened relationships and contributed to the delivery of person-centred, joined-up care in the community.

Staff actively listened to patients using the service and involved them in decisions about their care and treatment. They encouraged patients to share their views, preferences and experiences, and ensured these were reflected in care planning and delivery. Staff adapted their communication to meet individual needs, using a range of approaches such as easy-read materials, digital communication, translated information and interpreter services where required. This enabled patients from diverse backgrounds and with varying communication needs to actively engage in their care.

Staff created an environment where patients felt heard, respected and able to express their views openly. People felt listened to and that staff valued their input when making decisions about their care and support. Friends and Family Test (FFT) data for May 2026 was reviewed. Response rates varied across locations; however, the feedback received was consistently positive, indicating a high level of satisfaction with the services provided.

Staff identified and recorded patient communication and engagement needs as part of ongoing assessments and reviewed these regularly. Reasonable adjustments were made in line with the accessible information standard to ensure patients could participate fully in discussions and decision-making about their care.

Patients were kept involved and informed about their care, including progress, care plans and any changes to treatment. Staff ensured communication was timely, clear and tailored to individual understanding. Where appropriate and with consent, families and carers were included in discussions and care planning, supporting a collaborative approach while maintaining the person’s autonomy and confidentiality.

There were clear and accessible processes for patients to raise concerns, provide feedback or make complaints. Staff supported patients to understand how to use these processes and responded to feedback in a constructive and timely way. This approach promoted openness, trust and continuous improvement within the service. Information relating to formal complaints received within the last three months was reviewed. During this period, one formal complaint was received in March 2026, relating to the Lincoln older adults community mental health team (OA CMHT). No formal complaints were received for any other teams during this timeframe. The complaint has since been fully investigated, closed, and a formal response was issued.

Staff worked collaboratively with patients, carers and partner organisations to ensure care was coordinated and responsive to individual needs. This inclusive approach strengthened relationships, improved engagement and supported the delivery of person-centred care within the community.

Staff ensured that patients using the service could access care, treatment and support in ways that were responsive to their individual needs and preferences. They took proactive steps to identify and reduce barriers to access, particularly for patients with complex mental health needs, long-term conditions, or protected characteristics under the Equality Act 2010. This included offering flexible appointment options, such as home visits, clinic-based appointments and remote consultations, to promote equitable access and engagement with the service.

Staff made appropriate adjustments following assessment to support patients with additional physical, sensory or communication needs. This included working with partner services to provide access to suitable equipment, adaptations or specialist input where required. These adjustments helped patients to engage safely and effectively with community-based support and maintain their independence.

The service ensured timely access to clinical support, including medical input where required. Staff were able to escalate concerns promptly and arrange urgent assessments, including referral to crisis or acute services if patients mental or physical health deteriorated. Clear pathways were in place to support rapid access to additional care, ensuring that patients received the right level of support without unnecessary delay.

Staff worked collaboratively with a range of partner organisations to support access to care and reduce inequalities. This included close working with GPs, social care, voluntary sector organisations, housing services and secondary care teams. This partnership approach enabled staff to address a broad range of needs and support patients to access services that promoted their recovery and wellbeing.

Transitions between services were planned and coordinated to minimise disruption and ensure continuity of care. This included referrals between teams, step-up to crisis services, and discharge to primary care or other community services. Staff involved patients, and where appropriate their carers, in planning transitions to ensure support arrangements were in place and aligned with individual needs.

Care was regularly reviewed to ensure it remained accessible and responsive. Where engagement was difficult, staff undertook assertive outreach and adapted their approach to re-engage patients, particularly those at risk of disengagement or experiencing inequalities in access. This approach helped to ensure that all patients had fair and consistent access to the care and support they needed.

Staff actively sought feedback from patients, families and carers using the service, including those at greater risk of experiencing inequalities or poorer outcomes, and used this information to inform and adapt care, support and treatment. People felt confident sharing their views and experiences. Staff promoted an open and inclusive culture where individuals felt listened to, respected and confident that their feedback would lead to meaningful improvements in the service.

The service had clear policies and procedures to support equality, diversity and inclusion (EDI). These frameworks aimed to reduce health inequalities and ensure that patients with protected characteristics under the Equality Act 2010 were not disadvantaged in accessing or receiving care. Staff applied these principles in practice to promote fairness, dignity and equitable outcomes for all patients using the service.

Staff demonstrated a good understanding of equality and human rights legislation and incorporated this into their day-to-day work. They made reasonable adjustments to meet patients individual social, cultural, spiritual and communication needs. This included providing information in accessible formats, working with interpreters and advocacy services, and adapting approaches to ensure patients could fully engage in their care and treatment.

All staff had completed mandatory training in equality, diversity and inclusion, which supported their ability to recognise, challenge and respond to potential discrimination or inequality. Staff were aware of the impact of health inequalities on mental health outcomes and took proactive steps to mitigate risks, including targeted support for individuals who found it harder to engage with services.

Leaders monitored outcomes and experiences across different groups of patients using the service to identify and address any unwarranted variation. Where inequalities were identified, action was taken to improve access, engagement and outcomes. This approach supported continuous improvement and helped ensure that patients received equitable care and experienced positive outcomes regardless of their background or circumstances.

Staff supported patients to plan for their future care and make informed decisions about their ongoing support and recovery. These discussions were approached sensitively and were tailored to each person’s level of understanding, preferences and readiness to engage. Where appropriate, staff involved families and carers, with consent, to ensure that planning reflected the individual’s wishes, values and circumstances.

Staff worked collaboratively with patients to develop personalised, recovery-focused care plans that captured their goals, strengths, preferences and longer-term aspirations. These plans were regularly reviewed and updated in response to changes in mental health, social circumstances or personal priorities, ensuring care remained relevant, flexible and responsive.

Where appropriate, staff supported patients to develop advance care plans and crisis plans, which outlined their preferences for support during periods of deterioration or relapse. This included identifying early warning signs, preferred interventions and actions to be taken to maintain safety and wellbeing. Staff ensured this information was clearly recorded, regularly reviewed and shared with relevant services to support continuity of care across different settings.

Staff supported patients in planning for key transitions, such as discharge from secondary mental health services to primary care, transfer between teams or moves in accommodation. These processes were planned collaboratively, with clear communication and involvement of the individual and, where appropriate, their carers. This helped to reduce anxiety and ensured that appropriate support arrangements were in place for the future.

The service worked in partnership with a range of external agencies, including primary care, social services, housing providers and voluntary sector organisations, to support patients with longer-term or complex needs. This collaborative approach enabled coordinated planning and helped ensure patients had access to the support they needed to maintain their mental health, independence and wellbeing within the community.

Staff demonstrated a compassionate and person-centred approach when supporting patients to consider future needs, ensuring that care planning respected individual choices and promoted independence, dignity and recovery.