Lincolnshire Community Health Services NHS 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

At our last assessment we rated this key question Good. At this assessment the rating has remained Good, this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

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 consistently built strong, trusting relationships with patients and those close to them, recognising that understanding each individual’s needs and preferences was essential to delivering person-centred care. Where communication needs were identified, staff provided reassurance and tailored support using a range of internal and external resources. Staff were consistently visible, approachable, and responsive, ensuring that patients and their loved ones felt supported and their expectations were met. Privacy and dignity were always upheld, and gender-specific personal care was available when required.

Observations confirmed that staff treated patients and their families with genuine compassion, kindness, and respect. People were valued as individuals and empowered to be active partners in their care both practically and emotionally through the efforts of a dedicated and exceptional team.

Family members of people told us that everyone in the family were treated with dignity and respect. They were seen and treated as individuals, their care and treatment reflected their needs and preferences and was personal to them. Patients, and people who knew them well were encouraged to be involved in their care, and treatment planning. If there was anything they didn’t understand staff always supported them with this, explaining things to them until they understood. People valued their relationships with staff and felt that they often go 'the extra mile' for them when providing care and support. One family member told us, “We took chocolates and cards in for the staff team because they provided such good care, they truly deserved it.”

Partners and family members reported feeling welcomed and included by the service. Staff worked collaboratively with them, recognising and utilising their insights and expertise. Feedback highlighted that staff were consistently respectful, compassionate, and caring. The service maintained open, honest, and transparent communication, fostering strong relationships with partners and the wider community.

Staff consistently documented patients’ personal, cultural, social, and religious needs within care records, ensuring these were recognised and supported throughout their time in the service. Patients were encouraged to maintain meaningful connections with those important to them and their wider communities. Where requested, religious and cultural leaders were welcomed into the service to provide additional support. The Chaplaincy Department (chaplaincy and bereavement services) had the responsibility of providing the pastoral, religious and spiritual care of all patients, their relatives and carers, as well as the staff on hospital sites, for people of all faiths or none. The Trust offered teams of experienced chaplains from various church denominations and backgrounds. Whilst respecting various traditions, they worked together with all wards and departments in the hospitals.

Staff demonstrated genuine empathy and passion for the people they cared for, which was evident through their interactions. Relationships between staff and patients were relaxed and respectful. Staff spent time with patients and their families, offering reassurance, engaging in meaningful conversation, and providing emotional support. Patients and their loved ones were kept informed about the treatment journey and how they would be supported throughout.

Care records while the information was accurate were not person centred but good care practices were evident through observations and in the discussions with staff team. The team knew their patients well including cultural, religious, and dietary preferences Processes were in place to ensure these needs were met, such as the availability of easy-read documentation and tailored dietary options, including vegan meals, upon request.

The service demonstrated its provision and promotion of independent advocacy services. These services, primarily delivered by VoiceAbility, including Independent Mental Health Advocacy (IMHA), Independent Mental Capacity Advocacy (IMCA), Care Act Advocacy, and NHS Complaints Advocacy. These advocacy options ensured that patients, including those who may lack capacity or faced complex care decisions, received support and information that was person-centred and respectful of their dignity and rights and ensured their voice and wishes were heard supporting them in their journey.

Patients were consistently encouraged and supported to be active partners in their care, maintaining as much independence as possible while retaining choice and control over their treatment. Access to appropriate services and equipment such as handrails and mobility aids enabled individuals to remain independent and safe. Staff supported patients in engaging with activities designed to promote and preserve independence, with physical activity adapted to ensure inclusivity for all.

Staff demonstrated creativity and determination in empowering individuals to have a voice and overcome barriers. For example, tailored physical activities such as chair yoga and other seated exercises were offered to those with limited mobility, helping them remain active and engaged.

Where specialist or adaptive equipment was required, patients’ needs were promptly assessed and referrals made to relevant services. Equipment was ordered without delay. Staff worked collaboratively with external agencies and advocates to promote independence and ensure that care was responsive to individual needs.

Where patients required specialist or adaptive equipment, their needs were promptly assessed and referrals made to appropriate services and practitioners. Equipment was ordered without delay, ensuring timely support. Staff actively sought opportunities to promote independence and worked collaboratively with external agencies and advocates to meet individual needs.

Staff were highly responsive to the immediate needs of patients and their families, acting swiftly to minimise discomfort, anxiety, or distress. Call bells were answered promptly, with staff communicating clearly and compassionately to identify and address the patient’s needs. Familiarity with patients enabled staff to anticipate and respond to needs proactively.

Throughout assessments, staff demonstrated attentiveness and efficiency, responding without delay to requests for assistance, information, or reassurance. Calls to the ward phone were handled promptly, ensuring continuity of support.

Effective processes were in place to signpost patients and families to external resources, including a wide range of bereavement support services. Counselling was available through face-to-face, telephone, and virtual appointments. Bereaved family members were also guided toward alternative support options, including peer support groups and specialist bereavement services.

Leaders actively promoted staff wellbeing to enable the delivery of high-quality, person-centred care. Regular breaks and rest periods were encouraged to support physical and emotional resilience.

The health and wellbeing of employees was recognised as a key priority of the organisation. The Trust had a very comprehensive programme in place which support the physical, emotional, social and financial wellbeing of staff. These included Menopause support, Physiotherapy consultations, Virtual Yoga, Virtual Book club, Virtual craft group and others.

Additional to these offers, the Trust would send out ‘Your Holistic Health’ Newsletters to all staff each month. These provided advice and information regarding support for their health and wellbeing. Contact numbers were provided for staff to use if further support was needed.

Structured processes were in place to ensure staff could access wellbeing support when needed. This included direct access to psychological services, counselling, and bereavement support, with the option to self-refer. Where possible, reasonable adjustments were made to support staff in maintaining a healthy work-life balance, including facilitating social activities outside of work.