Wakefield

Response
This year’s report again reiterated the longstanding challenges in securing timely transfers to secure mental health hospitals for men whose needs cannot be met in a custodial environment. I understand how distressing delays can be for the individuals concerned and how difficult they can be for staff and the multi-disciplinary teams working with them. The Mental Health Act 2025 now introduces a statutory 28-day time limit for transfers from prison to hospital, ends the use of prison as a place of safety and prevents courts from using remand for “own protection” where the sole concern relates to mental health. These reforms represent a significant and necessary change designed to shorten delays and ensure that those requiring clinical intervention receive it promptly in an appropriate setting. Currently, operational work to implement these changes is underway across HMPPS, NHS England (NHSE) and other health and justice partners. This includes the development of a statutory notice process to trigger and scrutinise transfer timelines, strengthened oversight through the Mental Health & Justice Strategic Advisory Group and regional escalation meetings with healthcare providers and commissioners. A pathway pilot at HMP Leeds is also testing ways to improve transfer processes and will inform practice across the estate, including at HMP Wakefield. Within the Long Term and High Security Estate (LTHSE), the Pathways to Progression programme is already offering enhanced clinical planning support, including through a commissioned consultant forensic psychiatrist.HMPPS and NHS England recognise the operational challenges that contribute to delays in securing hospital placements for prisoners whose mental health or personality disorder needs exceed what can be safely managed in custody. These delays are frequently caused by the availability of suitable beds within the secure hospital system, as well as by the need for further specialist assessments to determine an individual’s clinical suitability for a particular facility. In order to manage these pressures, regional healthcare commissioners and providers meet at regular escalation meetings where individual cases are discussed in detail, progress is monitored and any emerging obstacles in the transfer pathway are explored and addressed collaboratively. Alongside this, quarterly contract review meetings examine transfer and remission data in order to identify trends, recurring challenges and areas where further operational improvement is required. Work is underway across the region to improve the consistency and quality of data reporting, and a working group established by NHSE and HMPPS is examining practical barriers to timely transfers, drawing on learning from the pilot taking place at HMP Leeds. Within the LTHSE estate, the Pathways to Progression framework continues to offer clinical planning support for complex men, including guidance on how establishments can maintain stability and appropriate care while an individual awaits transfer to hospital.

Response
You ask that the Governing Governor’s responses be incorporated within the ministerial reply. I understand the intention behind this request, however, in the interests of fostering a constructive local relationship, I believe matters for the Governor are best discussed directly and face-to-face, where context can be shared and operational nuance fully explored. This preserves clear accountability and ministerial replies appropriately address national policy, while local operational matters are most effectively progressed through direct engagement between the Board and the Governor. I am grateful to you for maintaining that dialogue.

Response
HMP Wakefield has taken significant steps to strengthen safety for staff working in the CSC and in the segregation unit. These areas benefit from higher staffing ratios with officers selected for their experience and specialist training in managing challenging behaviour. Psychology colleagues provide detailed assessments of each prisoner, outlining individual triggers and risks, and staff receive daily briefings on each man’s presentation. A weekly dynamic risk assessment meeting sets the appropriate staffing levels required for unlock, ensuring staff actions remain closely aligned to current risk. Following a serious assault, the national Central Management Group conducted a detailed review and its recommendations have since been implemented at Wakefield and more widely across the CSC system. A revised unlock protocol is now firmly embedded and is being extended to segregation. Officers are supported through personal protective equipment, specialist training provided with the assistance of the National Tactical Response Group and the use of gated cell designs that allow controlled engagement. The clinical model that underpins CSC practice continues to promote safer, more therapeutic interactions and staff wellbeing is supported through regular psychology led supervision and annual health checks.

Response
HMPPS continues to prioritise investment across the estate according to risk to life, operational capacity and decency. At HMP Wakefield, a range of proposals have been developed following national condition surveys. Bids have been submitted for workshop roof reviews and upgrades to cell power, although these are not currently funded. A major upgrade to the security systems is progressing through the national assurance process. Importantly, a fire-safety and LED lighting programme is now underway within the establishment, with full completion expected in 2029. Proposals within the wider investment pipeline include new roofs for Workshops A and B, additional CCTV provision, further lift capacity and early stage work on anti-drone and heating system improvements. While these decisions must be prioritised within a limited funding envelope, the Governor has introduced a part-time regime to broaden access to purposeful activity while works progress and until workshop capacity improves.

Response
I note that your report has also raised some local concerns. The Governor will continue to keep you informed of any developments regarding the matters you raise for her attention.

Response
I was encouraged to read your reflections on the progress made across the establishment. The continued stabilisation of the Mulberry Unit, supported by the appointment of a full-time psychologist earlier in 2025, is clearly helping some of the most complex men to manage their daily lives more effectively. I also welcome the substantial fall in Assessment, Care in Custody and Teamwork (ACCT) opened this year and the improvements you highlighted in healthcare and education, particularly for those with neurodivergent needs. The dedication of the staff and Governor is to be commended, who have driven these improvements and has addressed your concerns about the safety of vulnerable prisoners by completing a full population review at the end of 2025 and introducing a new risk assessment process for allocations to HMP Wakefield, especially with continuing pressures created by ageing workshop infrastructure and has introduced a part-time regime to help ensure that prisoners are still able to access meaningful activity while longer-term solutions progress.

Response
I note that your report has also raised some local concerns. The Governor will continue to keep you informed of any developments regarding the matters you raise for her attention.