Priory Hospital Lincolnshire

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, fair culture.

At our last assessment we rated this key question Good. At this assessment the rating has remained Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

Leaders had the skills, knowledge and experience to perform their roles. Staff knew and understood the provider’s vision and values and how they applied to the work of their team. Staff felt respected, supported and valued. Governance processes operated effectively. Performance and risk were managed well. Teams had access to the information they needed to provide safe and effective care. Staff collected analysed data about outcomes and performance. They used this to identify improvements.

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.

We scored the service as 3. The evidence showed a good standard. The service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The most recent staff survey in April 2025 showed a response rate of at 87%. All staff said they cared about the future of the service, 85% said they were proud to work for the organisation, and would recommend it as a place to work, 89% said they were able to communicate openly with leaders, and 82% said they would happily recommend the service, and the care, and treatment provided to a friend, or family member.

The service demonstrated a clear, shared vision and culture rooted in openness, honesty, equality, diversity, and inclusion. Staff consistently aligned with and promoted the organisation’s values in their daily roles. Leaders communicated this vision effectively, ensuring all staff understood and supported the service’s aims and ambitions.

Leaders actively addressed workforce inequalities and fostered an inclusive culture, resulting in equitable, person-centred care for all patients. They demonstrated a strong understanding of equality, diversity, and human rights, consistently modelling behaviours that reflected these principles.

Staff were given opportunities to contribute to discussions about the service’s strategy, particularly during periods of change and transformation, helping them feel valued and included. They understood how their roles supported the delivery of high-quality care and treatment.

The provider’s strategy known as ‘The Priory Plan', focused on delivering safe, effective, and compassionate care while promoting equality and partnership working, always placing people at the centre. Regular, clear communication reinforced shared goals and organisational direction. Staff felt included and valued, which strengthened and sustained a positive culture within the service.

We scored the service as 3. The evidence showed a good standard. The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders demonstrated a strong understanding of the services they managed and consistently supported their teams to deliver high-quality, person-centred care. They were visible, approachable, and available to patients, families, and staff, modelling inclusive behaviours aligned with the organisation’s values.

Leaders possessed the skills, expertise, and knowledge required to perform their roles effectively. Clear roles and responsibilities ensured accountability and awareness of service priorities, issues, and concerns.

Career development opportunities were accessible to all staff, with numerous examples of individuals being encouraged and supported to progress. Leaders valued their teams and proactively addressed cultural issues that could affect care quality or staff wellbeing.

We scored the service as 3. The evidence showed a good standard. The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders fostered an open culture where concerns were listened to, acknowledged, investigated, and addressed appropriately. Individuals raising concerns received regular updates, and outcomes were shared transparently. Staff were trained in whistleblowing procedures and felt confident to speak up.

A Freedom to Speak Up (FTSU) policy and procedure was in place. Staff had access to the FTSU Guardian and service, freedom to speak up champions were based on the wards. Staff reported knowing how to raise concerns and felt encouraged and supported to do so.

FTSU concerns were reviewed in governance meetings, monitored, and audited to identify recurring themes. Where themes were identified, action plans were developed to address them. Staff expressed confidence that concerns were taken seriously and resulted in positive change. 7 Freedom to Speak Up concerns had been raised in the three months prior to our on-site assessment. All 7 concerns had been reviewed and investigated with 2 of the 7 awaiting an outcome.

We scored the service as 3. The evidence showed a good standard. The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

There was a strong commitment to Equality, Diversity, and Inclusion (EDI) throughout the service. The organisation’s values were central to how care was delivered and how staff were supported. Leaders maintained clear oversight of the service and its culture, ensuring staff were treated fairly, with kindness and respect. Any instances of unfair treatment or differences in experience were promptly identified and addressed, particularly for staff with protected characteristics or those from marginalised groups. The service also provided reasonable adjustments and flexible working arrangements wherever possible to meet individual staff needs.

The service successfully participated in a sponsorship programme for overseas staff. The organisation’s international resourcing team offered guidance and support to help overseas staff transition to the UK, while the Relocation Service assisted with travel arrangements and securing suitable accommodation to ensure a reasonable commute to work. Service leaders ensured all overseas staff completed role-specific training and competency assessments before starting their duties. Overseas staff reported feeling listened to, valued, and recognised by colleagues for their positive contributions and roles within the service. One staff member told us “At first it was difficult moving to a new area, but the existing staff team made us feel safe and welcome."

Employment procedures ensured that all applicants were treated promptly, fairly, and equally in line with the Equality Act 2010 and the trust’s EDI Policy. The organisation actively promoted employment opportunities for Lesbian, Gay, Bisexual, Transgender, and Queer or Questioning (LGBTQ+) individuals and supported an internal LGBTQ+ network hub. Core HR policies reinforced a commitment to non-discrimination on the grounds of sexual orientation, helping to create a workforce that is diverse and representative of the people who use and visit the service.

Leaders cultivated an inclusive culture and maintained a zero-tolerance approach to bullying and harassment. They worked to ensure that all staff, including those whose voices are less often heard, had opportunities to contribute to shaping services. Equality, Diversity, and Inclusion were clearly embedded within the organisation’s values, policies, and strategic priorities.

We scored the service as 3. The evidence showed a good standard. The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The service had robust governance and management processes that supported safe, high-quality, and sustainable care. Staff understood their roles and responsibilities and were held accountable by leaders where appropriate.

Collaboration and communication between staff, colleagues, and external partners were effective, ensuring patient needs were met. The service maintained an up-to-date and accessible risk register, which was regularly reviewed and updated, with staff escalating concerns promptly.

Morning and team meetings consistently addressed key topics such as incidents, risks, complaints, safeguarding, patient admissions, discharges, and care quality. Staff learned from audits and reviews and acted on recommendations, demonstrating a culture of continuous learning, improvement, and service development.

Leaders had access to timely and accurate performance data, enabling effective oversight of the service. Required notifications were submitted promptly to external bodies, such as the CQC, in line with regulatory and legal obligations.

We scored the service as 3. The evidence showed a good standard. The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Staff and leaders-maintained openness and transparency, engaging effectively with external stakeholders and care partners. They collaborated with commissioners and other relevant organisations to support service delivery and integrated care.

Leaders shared learning across local and national networks and leveraged partnerships to drive improvement. Through collaborative work the provider worked across the region which promoted positive service transformation through co-production with patients, families, and carers. This approach ensured that needs were met more effectively and reduced service variation, leading to better and more consistent outcomes for patients.

Leaders valued feedback from partners and communities, using it to shape services and identify innovative ideas and practices that improve care and promote better outcomes for people.

We scored the service as 3. The evidence showed a good standard. The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

The organisation promoted a culture of continuous learning and improvement. Both staff and leaders demonstrated a clear understanding of how to drive and implement change, effectively applying quality improvement methods and projects to enhance care, support, and service delivery.

The service actively engaged in national audits and clinical benchmarking initiatives, including membership in the Quality Network for Forensic Mental Health Services (QNFMHS). This network adopts a multidisciplinary approach to improving standards in medium and low secure mental health services. It encourages the sharing of best practices, innovation, and ideas by listening to and involving frontline staff and patients across different services in the region. Areas for improvement were identified through a culture of openness and enquiry, with an emphasis on collaboration rather than inspection. The approach focused on delivering quality improvements through a supportive network and peer-review process.

Staff were encouraged to participate in research and integrate evidence-based practice into care delivery. Strong external partnerships supported innovation, while leaders maintained open and transparent communication with staff. They fostered a culture of trust and engagement, where ideas for change were welcomed, valued, and acted upon.