HMP Peterborough Prison

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 1 quality statement for this key question. We found the service had made sufficient progress to address the regulatory breaches found at our previous assessment. Governance arrangements had been strengthened, allowing managers to better identify gaps in service provision and explore opportunities for improvement and development.

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 our last assessment, we found that the tools used to maintain oversight and improve the quality of the service were not effective.

At this assessment, we found clear improvements to systems and processes for identifying, managing, and mitigating risks, issues, and performance. Staff and leaders had been responsive to our findings and were focused on continuing improvement.

We reviewed a range of audits, reports and assurance processes and found these were used to identify and escalate concerns. Appropriate processes were in place to follow up on any remedial actions. Regular multidisciplinary meetings supported effective communication and risk management.

Although some progress had been limited by staffing challenges, there was an improving picture. For example, funding for additional mental health staff had been approved, and plans were in place to expand the pharmacy across other sites, offering benefits such as shared staff resources.

Staff and leaders were committed to understanding and tackling issues, particularly relating to challenges associated with being a busy remand prison. Approximately 84% of prisoners were remand, which meant there was a high turnover of prisoners, frequent new arrivals, and patients missing medicines. We also saw evidence that a patient engagement lead had responded to concerns from prisoners, for example messages on kiosks to describe the prescription process which would inform patients and reduce queries to pharmacy.

We also found positive working relationships between healthcare and prison staff, enabling a strong focus on improving outcomes for patients. For example, healthcare staff had responded proactively to a recent rise in overdose emergencies at the prison. They trained 336 prison staff to use a medicine that rapidly reverses an opioid overdose (Naloxone) and made this available on all wings.

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.