HMP YOI Deerbolt

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

We assessed 2 quality statements under this key question. We found that there were enough qualified, skilled, and experienced staff on duty to meet the needs of the prison population and deliver safe care. Staff received appropriate support and supervision from service leaders. Medicines were managed effectively and dispensed in a timely manner.

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

The judgement for Learning culture is based on the latest evidence we assessed for the Safe key question.

The judgement for Safe systems, pathways and transitions is based on the latest evidence we assessed for the Safe key question.

The judgement for Safeguarding is based on the latest evidence we assessed for the Safe key question.

The judgement for Involving people to manage risks is based on the latest evidence we assessed for the Safe key question.

The judgement for Safe environments is based on the latest evidence we assessed for the Safe key question.

During the previous inspection, we found there were not enough suitably qualified, competent, skilled, and experienced staff deployed on shifts to meet the needs of service users and deliver safe care and treatment. At this inspection, we found that improvements had been made.

A new staffing model was agreed with system partners and had recently been implemented, enhancing overall staffing resources. In September 2025, a revised shift pattern was introduced, creating additional capacity within the team and increasing available clinical time. Our review of rotas confirmed that the service had consistently met the requirements of the new staffing model, often exceeding minimum safe staffing levels. The service had not operated below its safe staffing threshold in the past 6 months.

Although the service continued to carry a moderate number of vacancies, recruitment was progressing at pace. Managers maintained regular contact with successful candidates to support them through security vetting processes. Additional recruitment strategies included offering financial incentives for hard to fill roles, hosting “meet the team” days to allow candidates to visit the prison, and working in partnership with HMPPS to access priority vetting processes.

To maintain safe staffing levels, a core group of agency staff were being used. These staff were familiar with the service, supporting continuity of care.

The service had also introduced zone working, dividing the establishment into two zones with dedicated nursing teams allocated to each. This had improved access for service users and strengthened team collaboration.

Shift coordinators planed job allocations in advance, and staff worked together to share demanding tasks, supporting both service delivery and staff wellbeing.

Roles and responsibilities for each nursing grade were now clearly defined, improving accountability and ownership across all levels.

Staff we spoke with were positive about the support they received from managers and colleagues and expressed confidence in their team’s ability to work collaboratively in the best interests of service users.

The judgement for Infection prevention and control is based on the latest evidence we assessed for the Safe key question.

At our previous inspection, we found that medicines were not always administered on time and records for in-possession medicines were incomplete. At this inspection, we found that improvements had been made.

Service managers had worked in partnership with the prison to strengthen routines and processes for medicines dispensing and administration. Clear boundaries and expectations had been established, with healthcare making it clear that the prison was responsible for enabling prisoners to attend medicines administration hatches and for managing queues to help aid safe and timely administration.
Additionally, healthcare and prison leaders had centralised the administration of controlled drugs, moving them to within the healthcare building. This change had resulted in more consistent and timely access for service users.

The dispensing of methadone (an opiate substitution therapy) had been made safer through the introduction of electronic measuring equipment. Staff had been trained in its use and were observed operating it confidently.

The regional pharmacist had transformed the processes for in-possession medicines, from ordering through to supply. Service users now collected their medicines on dedicated days for each wing, reducing delays and improving predictability. This has enhanced the overall service user experience, as individuals knew when to collect their medicines.