Lincolnshire Partnership NHS Foundation Trust

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, and fair culture. At our last assessment we rated this key question Good, at this assessment, the rating has remained Good.

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.

Leaders demonstrated a clear and well-embedded vision and culture, underpinned by transparency, equity, equality, human rights, diversity, and inclusion. Staff at all levels understood the provider’s values and were able to describe how these were reflected in their day-to-day practice. Leaders communicated the vision effectively to frontline staff, ensuring there was a shared understanding of the service’s priorities and strategic direction.

Staff had opportunities to contribute to discussions about the service’s strategy, particularly during periods of change or development. This inclusive approach helped staff feel valued and engaged and reinforced a sense of shared ownership. Staff were able to clearly articulate how their roles contributed to delivering high-quality, person-centred care while working within available resources.

Both staff and leaders demonstrated a strong awareness of equality, diversity, and human rights, and applied these principles in practice. The service took steps to identify and address potential workforce inequalities and actively promoted an inclusive working environment. This approach supported the delivery of equitable care and positive outcomes for all patients using the service.

Leaders showed an understanding of risks to the delivery of the service’s strategy and had processes in place to identify, monitor, and respond to these risks. Action plans were developed and regularly reviewed, with progress communicated clearly to staff. Patients and carers appreciated being kept informed and involved, which contributed to a culture of openness and trust.

The provider’s strategy was focused on delivering safe, effective, and compassionate care, while also promoting staff engagement, equality, partnership working, and financial sustainability. Staff reported that clear communication, shared goals, and strong leadership supported them to perform their roles effectively and contributed to improved patient outcomes.

Leaders demonstrated the skills, knowledge and experience required to carry out their roles effectively within the community mental health services. There was a clear management structure, with defined lines of accountability and responsibility. Leaders at all levels understood their roles and were well informed about key risks, service pressures, priorities and ongoing developments. They showed a strong understanding of the complexities of delivering care in the community and were able to clearly articulate how their teams provided safe, effective and person-centred care.

Leaders were visible and accessible across the service, maintaining regular contact with staff through team meetings, supervision, and informal engagement both in clinical settings and during community working. Staff consistently described managers as approachable, supportive and responsive, which encouraged open communication and engagement. Senior staff acted as positive and inclusive role models, demonstrating the organisation’s values in their behaviours, decision-making and interactions with staff and patients using the service.

There was a strong emphasis on leadership development and staff progression. Staff were supported to develop within their roles through access to training, mentoring, supervision and structured development opportunities. We heard examples of staff progressing within community mental health services, including moving between roles and advancing into leadership positions. This reflected the organisation’s commitment to developing and retaining a skilled and motivated workforce.

Leaders were proactive in identifying and addressing cultural and operational issues that could impact on staff wellbeing or the quality of care. They promoted a positive, inclusive and psychologically safe working environment, where staff felt able to raise concerns and share feedback. Concerns were taken seriously and acted upon appropriately. This approach supported staff morale, encouraged continuous learning and improvement, and contributed to the delivery of safe, compassionate and recovery-focused care within the community.

Staff and leaders had a clear Freedom to Speak Up policy and procedure in place which was understood by staff across the community mental health teams. Staff had access to a designated Freedom to Speak Up Guardian and were aware of how to raise concerns. Staff felt safe, supported and encouraged to speak up about issues relating to patient safety, quality of care or staff wellbeing. Leaders actively promoted an open and transparent culture in which speaking up was valued, and concerns were listened to, taken seriously and acted upon in a timely way.

Staff received training on raising concerns and whistleblowing processes and demonstrated a good understanding of the different routes available, including escalation within line management and independent channels. Staff working in community settings, including those undertaking lone working, told us they felt confident in raising concerns and would do so without fear of negative consequences.

Leaders had oversight of Freedom to Speak Up concerns and used established governance systems to review issues raised, including identifying trends or themes across teams and services. This included analysis by staff group, role or location within the community service, enabling leaders to understand potential underlying issues such as workload pressures, safety concerns or communication challenges.

Where concerns were identified, leaders developed and implemented action plans to address issues and improve practice. Progress was monitored and feedback was shared with staff through team meetings, supervision and wider service communications. Staff felt reassured that concerns would lead to meaningful action and improvement.

This approach supported a culture of openness, learning and continuous improvement within the community mental health service. It contributed to staff feeling psychologically safe and supported, and helped to ensure the delivery of safe, high-quality and person-centred care.

Senior staff members demonstrated a strong commitment to equality, diversity, inclusion and human rights across their services. These principles were embedded in both service delivery and workforce support and were reflected in everyday practice. Leaders actively promoted an inclusive culture, ensuring that values such as fairness, respect and dignity guided how care was delivered and how staff were treated.

Leaders took proactive steps to review and improve organisational culture within community teams, with a focus on reducing inequalities and promoting inclusion. Systems were in place to identify, monitor and address variation in staff experience, including the experiences of staff from minority ethnic backgrounds, those with protected characteristics and those working in different roles or locations. This helped ensure that opportunities for development, support and progression were equitable across the workforce.

The service was committed to making reasonable adjustments for staff where required, including those with disabilities, long-term health conditions or additional needs. Flexible working arrangements were widely supported, recognising the demands of community-based roles, such as travel and caseload management. These measures enabled staff to maintain a healthy work-life balance and contributed to improved wellbeing, engagement and retention.

Leaders actively promoted a culture of inclusion and took clear steps to prevent, identify and address bullying, harassment or discrimination. Staff felt respected and supported and were confident that concerns would be taken seriously and managed appropriately. Leaders reinforced expectations around acceptable behaviours and ensured that any issues were addressed promptly and fairly.

All staff worked to ensure staff voices were heard, including those working remotely or in dispersed community settings who may feel less visible. They encouraged participation and engagement through team meetings, staff networks and feedback mechanisms, enabling staff to contribute to service development and improvement.

Equality, diversity and inclusion were embedded within the organisation’s values and strategic priorities. These principles informed decision-making and service development, supporting a fair, inclusive and supportive working environment and enabling staff to deliver equitable, person-centred care to patients using community mental health services.

There were clear governance and management systems in place to support the delivery of safe, effective and sustainable care within community mental health services. Roles and responsibilities were well defined across multidisciplinary teams, and staff demonstrated a clear understanding of their duties and accountability. Managers provided appropriate oversight of caseloads, risk and performance, and ensured staff were supported to meet expected standards of care in a community setting.

Regular team meetings and governance forums were held, covering key areas such as incidents, complaints, safeguarding, risk management and service updates. Staff actively engaged in these processes and demonstrated learning from incidents, audits and reviews. This reflected a culture of continuous improvement, where learning was embedded into practice to enhance care quality and reduce risks for patients using the service.

Staff worked collaboratively within the service and with a range of external partners, including primary care, social services and voluntary sector organisations, to meet the holistic needs of patients in the community. There was a shared approach to identifying and managing risk, supported by an up-to-date and accessible risk register. Staff were aware of current risks, including those relating to caseload pressures and patient safety, and felt confident in escalating concerns appropriately.

Business continuity and emergency planning processes were in place to support service resilience. This included arrangements for responding to adverse events such as staff shortages, severe weather or increased demand. These plans helped ensure that essential services could continue and that patients received ongoing support during unexpected situations.

Information technology systems supported the delivery of care, enabling staff to record, access and share clinical information securely across community teams. While systems generally supported effective working, there were some challenges relating to connectivity and mobile working. Leaders were aware of these issues and had taken steps to improve infrastructure and system reliability to better support staff working remotely.

Managers had access to timely and accurate data to monitor performance, quality and outcomes. This information was used to inform decision-making, service improvements and resource planning. Leaders met their statutory and regulatory responsibilities, including submitting required notifications to external bodies such as the Care Quality Commission in a timely manner.

The service utilised quality improvement approaches and encouraged innovation within a structured governance framework. Risks were managed proportionately, and staff were supported to contribute to service development. This supported a sustainable model of care that was responsive to the needs of the local population and promoted positive outcomes for patients using community mental health services.

Staff and leaders demonstrated a strong commitment to partnership working and engagement with local communities and external stakeholders. They worked collaboratively with commissioners, primary care, social services, voluntary and community sector organisations, and other NHS providers to deliver integrated, person-centred care. This coordinated approach supported patients to access a wide range of services and ensured continuity across care pathways within the community.

Leaders were actively involved in local and regional networks, including integrated care system (ICS) forums and multi-agency meetings. They contributed to shared learning, service development and the implementation of best practice across organisations. This collaborative approach strengthened relationships with partners and supported improvements in the quality, consistency and responsiveness of care.

Managers and staff engaged with local communities, partner organisations and stakeholders to understand the needs of the population they served. They sought feedback through a variety of mechanisms, including partnership meetings, patient forums and community engagement activities. Feedback was used to inform service planning and development, helping to ensure services were accessible, inclusive and responsive to the needs of diverse communities.

The service worked closely with community resources and local organisations to support patients’ recovery and social inclusion. This included signposting and referral to support with housing, employment, education and peer support networks. This approach helped patients to build independence, maintain wellbeing and remain connected within their communities.

Leaders ensured that partnership working was embedded within the service’s strategic priorities and governance structures. This supported effective information sharing, coordinated care delivery and alignment with wider system priorities, including reducing health inequalities and improving outcomes for patients with mental health needs.

Staff demonstrated a strong commitment to continuous learning and improvement within community mental health services. Leaders and staff understood how to implement and sustain change and applied quality improvement approaches to enhance care delivery. For example, when trends such as increased risk, changes in engagement, or variation in outcomes were identified, staff responded promptly by reviewing care plans, adjusting levels of support, involving relevant professionals such as occupational therapists or social workers, and discussing cases within multidisciplinary and risk review meetings.

Leaders promoted an open and learning culture, where staff felt confident to share ideas, reflect on practice and identify areas for improvement. Regular opportunities were in place for team reflection, supervision and learning from incidents, complaints and audits. Staff were encouraged to contribute to service development and felt their ideas were valued and acted upon.

Patients using the service, along with their families and carers where appropriate, were involved in shaping and improving services. Feedback was actively sought through reviews, forums and surveys, and used to inform changes to how care was delivered. This supported a person-centred approach to improvement and helped ensure services remained responsive to the needs of the local population.

Evidence-based practice was embedded within care delivery, and staff were supported to access current guidance, training and research relevant to community mental health care. Strong links with partner organisations, including primary care, social services, voluntary sector providers and academic networks, supported shared learning. Leaders maintained open communication with staff and partners, fostering a culture of trust where new ideas and approaches were encouraged, tested and embedded into practice were effective.