HMP Humber (Prison Healthcare)

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

We assessed a total of two quality statements from this key question. We found the provider was not providing effective care in accordance with the relevant regulations. The provider had systems and processes in place regarding long term conditions and falls; however, these were not effective. The management of long-term conditions; including identification, assessment and ongoing monitoring required improvement. Staff did not follow guidance in identifying those at risk of falls.

Find out what we look at when we assess this area in our information about our new Single assessment framework.

At the previous inspection we identified one patient that had repeatedly fallen on the wing and health care staff had not completed a falls risk assessment. At this inspection managers told us that Spectrum had a falls operating procedure and locally, a fall and a frailty pathway had been implemented. This meant staff had access to clear guidance in identifying those at risk of falls and information on what action was required to assess and support patients. We reviewed two clinical records and found one example of well co-ordinated care, including a falls risk assessment and care plan. However, one patient had experienced a number of falls and staff did not follow the falls care pathway. This meant the patient was not identified as a risk of further falls, did not receive an assessment of his risk, and had no care plan. In addition, potential underlying reasons for his falls were not explored any further.

At the previous inspection we found the management of long-term conditions (LTC) required improvement in relation to care planning and oversight. During this inspection managers told us they had made some improvements since the last inspection, including the introduction of new processes related to LTC. Staff continued to review patients’ needs and implement and review care plans. Spectrum had also appointed a LTC lead nurse, and they were due to start in late December 2024. In addition, Spectrum were in the process of developing a LTC strategy.

At this inspection we saw that very limited progress had been made in relation to LTC. Managers had introduced some new processes; this included a care pathway from reception and a hypertension protocol. However, these were basic and not effective, as not all patients with a LTC were identified or referred to the primary care team from reception; meaning some patients did not have care plans in place or the required follow up arranged. Care plans remained poor, they were not personalised and were not consistently reviewed. High risk patients did not always have the required follow up interventions, such as repeat blood pressure checks, GP review following commencement of medicines and peak flow monitoring. The service did not have any dedicated LTC clinics, and most reviews completed by the GPs were opportunistic. Managers monitored and maintained oversight of LTC through regular audit, however, this was largely ineffective. Outcomes for the last quarter were variable; although managers had an action plan in place, there had been little progress.

The judgement for How staff, teams and services work together is based on the latest evidence we assessed for the Effective key question.

The judgement for Supporting people to live healthier lives is based on the latest evidence we assessed for the Effective key question.

The judgement for Monitoring and improving outcomes is based on the latest evidence we assessed for the Effective key question.

The judgement for Consent to care and treatment is based on the latest evidence we assessed for the Effective key question.