HMP Humber (Prison Healthcare)

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

We assessed a total of one quality statement from this key question. We found the provider was providing well led care in accordance with the relevant regulations. Systems and processes had improved but were not always effective. Managers used data to manage and monitor key quality and patient safety information. However, processes related to long term conditions and out of hours and emergency medicines required improvement and embedding into practice.

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

The judgement for Shared direction and culture is based on the latest evidence we assessed for the Well-led key question.

The judgement for Capable, compassionate and inclusive leaders is based on the latest evidence we assessed for the Well-led key question.

The judgement for Freedom to speak up is based on the latest evidence we assessed for the Well-led key question.

The judgement for Workforce equality, diversity and inclusion is based on the latest evidence we assessed for the Well-led key question.

At the previous inspection we found several areas for improvement in relation to good governance. During this inspection we found that managers and staff had made most of the necessary changes to improve the service and meet the requirements of the regulations. Managers analysed data sufficiently to identify and understand patient safety concerns, gaps in service provision and opportunities for service development. This included improved scrutiny of data relating to complaints, incidents, clinic attendance and the use of audit. This meant managers had better oversight of risk, quality and performance in each area. The use of the registered managers tool kit had improved since the last inspection; however, the action plan required updating and the tool would benefit from the use of SMART objectives.

Since the last inspection managers have introduced local operating procedures to support administration staff in the management of in-house healthcare appointments and external hospital referrals. We reviewed the process for external hospital referrals and checked the records of appointments on site; the tracking document was comprehensive, up to date and included all the relevant data for each patient from point of referral to discharge. In-house healthcare appointments are monitored closely to reduce the number of did not attend appointments. This now includes administration staff contacting patients prior to their appointment and follow up calls if they do not attend. Staff also display information regarding the number of appointments missed and waiting times for clinics on the wings and in healthcare. At the previous inspection we found systems and processes relating to LTC and the out of hours and emergency medicines cupboard were lacking. Although new processes were in place to guide staff, these were not effective and did not mitigate ongoing risk. In particular, the management of LTC would benefit greatly from a clear and co-ordinated approach to care delivery, including identification, assessment and monitoring for those with a LTC. Feedback from partners Through regular performance reporting and onsite quality visits, feedback from NHS England commissioners prior to this inspection reflected some of the concerns we found on site.

The judgement for Partnerships and communities is based on the latest evidence we assessed for the Well-led key question.

The judgement for Learning, improvement and innovation is based on the latest evidence we assessed for the Well-led key question.