Wandsworth

In respect of the Board’s query about the improvements being made at HMP Wandsworth, I can confirm that as of 20 October 2025, £37.6 million has been committed to improvement work. This investment will support a programme of window replacements, major fire safety improvements, shower expansion and refurbishments as well as developing projects to replace the chapel roof and rebuild the recycling centre. The works are progressing according to the programme, having previously commenced in the roof spaces of the Trinity building before moving into the accommodation areas of K Wing in September 2025. The project to upgrade CCTV is scheduled to complete in April 2026.
Progress has been made since invocation of the Urgent Notification with the Independent Review of Progress by HMI Prisons (April 2025) reporting improvements in all areas, notably reducing violence, self-harm, and drug access. We recognise that there is further work to do and since June 2025, HMP Wandsworth has been supported by the Prison Performance Support Programme (PPSP), with an on-site Improvement Lead delivering an 18-month plan focused on Decency, Safety, Security, Activity, People, and Culture. Progress is monitored monthly by a Local Improvement Board chaired by the Governor. HMP Wandsworth also participates in the Sustained Improvement Support Programme, a three-to-five-year initiative for five prisons that provides ongoing central support, with progress reviewed bi-monthly by the London Area Executive Director.

It was encouraging to receive your positive feedback on the Remand Project, which recommenced in October 2024. It is most impressive that in eight months, the team managed over 1,000 cases and closed 850, providing much needed support to remand prisoners. I was also pleased to note the establishment of the leavers’ lounge in the reception area, providing a safe and supportive space for prison leavers. It is commendable that this has been recognised nationally as an example of good practice, promoting important collaboration between staff and prisoners to prepare for release.

In respect of the Board’s query about the improvements being made at HMP Wandsworth, I can confirm that as of 20 October 2025, £37.6 million has been committed to improvement work. This investment will support a programme of window replacements, major fire safety improvements, shower expansion and refurbishments as well as developing projects to replace the chapel roof and rebuild the recycling centre. The works are progressing according to the programme, having previously commenced in the roof spaces of the Trinity building before moving into the accommodation areas of K Wing in September 2025. The project to upgrade CCTV is scheduled to complete in April 2026.

The new healthcare building has been handed over to the establishment. The outstanding project work… is in progress. There will be some disruption… whilst this work is being completed but limited to no more than two weeks. Administration services moved into the new healthcare building in January. The building became partially operational for clinic use in May, despite having been signed off to the prison in October 2021.

No response. Questions from the 2022-2023 annual report remain unanswered.

I acknowledge your concerns about staffing. As outlined in my update to you, HMPPS is advancing workforce transformation through the Enable Programme, which strengthens training, support, and wellbeing for Prison Officers to improve retention and operational effectiveness. The Pentonville Academy Pilot introduced a 15-week in-prison training model for new Band 3 officers, blending classroom and on-wing experience to build confidence from day one, with early feedback showing high engagement and positive outcomes. Future plans include a scalable hybrid model. Nationally, Enable delivers a 12-month experiential Foundation Training Reform and Core Capability Packages for staff with 6–24 months’ service, covering 16 essential skills. Locally, the Governor has committed to two monthly training shutdown mornings for targeted upskilling sessions and introduced a monthly training meeting to prioritise needs and coordinate delivery.
As previously outlined, HMPPS operates a centralised recruitment model for Band 3–5 prison officers to ensure consistent standards, meet high-volume demand, and support future estate expansion. HMP Berwyn piloted a two-stage local recruitment initiative to assess whether increased local autonomy improves candidate quality and retention. While the pilot enhanced candidate understanding and experience, it proved resource-intensive, delayed completion, and lacked robustness due to the omission of interactive assessments such as role play. It was concluded that the tested local models were unsustainable alongside operational duties. However, HMP Wandsworth has introduced “Taster Tours”, offering applicants an insight into prison life. Delivered by New Colleague Mentors, these tours have been effective in helping candidates make informed decisions about continuing their application.

The prison will be converting some of their full-time industries spaces to part-time positions, which will increase availability of spaces by approximately 70. The prison has received an increase in funding, which supported the introduction of two new workshops, creating 24 additional purposeful activity spaces in construction and barista engineering, both of which will lead to employment-based qualifications. A new head of education was appointed from outside the Prison Service and was working to improve the education offering.

My priorities are safety, security, regime and decency. There are many competing priorities, all of which, of course, cannot be achieved within the first year. These include concerns around staff confidence, capability, absenteeism and recruitment. Offering a consistent and meaningful regime to prisoners that address needs. HMIP carried out a review of progress from 30 March to 2 April and, while there was still much work to be done, the inspectors noted improvements in many areas, albeit from a low base. A separate security audit also delivered an improved result.

The Board will be aware that HM Prison and Probation Service (HMPPS) has invested £5 million to create 84 specialist roles in prisons to speed up the removal of offenders with no legal right to remain in the UK. These specialists identify prisoners seeking voluntary departure and work with the Home Office to progress deportation cases quickly. Since April 2025, they have improved compliance, streamlined processes, and removed barriers to removal. At HMP Wandsworth, where the Foreign National Offender (FNO) population exceeds 200, two specialists have been deployed. Specialists also support staff by providing expertise on FNO management, promoting translation services, and assisting with Assessment, Care in Custody and Teamwork (ACCT) reviews where immigration concerns affect risk. National policies ensure FNO needs are met, including free five-minute calls for prisoners without visits, flexible phone access for time zone differences, and essential information in multiple formats and languages during early days in custody. The HMPPS FNO Information Hub provides guidance on immigration processes, translated resources, newsletters, and online surgeries for staff. Locally, HMP Wandsworth offers quarterly newsletters in key languages, monthly language reviews for Radio Wanno and Wanno TV, translated posters, monthly FNO forums, and life skills training delivered by Catch 22, which was launched in September 2025.

The greatest opportunity this will present is the ability to provide greater focused training for staff, without the need to reduce regime time further. The reduction will allow for increased opportunity to gain employment places, as there will be reduced competing numbers. Equally, we should be able to provide greater regime opportunity, as the staffing numbers are not spread as far. But, of course, this is intrinsically linked to reducing the absenteeism rates. The quality of the HMPPS recruitment process remains unsatisfactory.

I will ensure that the daily briefing is copied to the IMB and that, where appropriate, the Duty Governor ensures that the IMB is notified on the day of any significant incidents. More widely, I am committed to having more regular informal/formal meetings with the Board to discuss ongoing matters. Good progress and improved communication with the IMB.

It is important in driving performance and improvements that reputation is a key part and can influence the process, particularly with local canvassing groups, local MPs, local Government, the media and the wider community. I will continue to praise staff and remind them that this is our prison and that we can inspire and influence positive change when opportunity presents. I will always celebrate the good news stories and reward progress. The Board welcomed the considerable efforts made by the Governor to reach out to the community.

In respect of the Board’s query about the improvements being made at HMP Wandsworth, I can confirm that as of 20 October 2025, £37.6 million has been committed to improvement work. This investment will support a programme of window replacements, major fire safety improvements, shower expansion and refurbishments as well as developing projects to replace the chapel roof and rebuild the recycling centre. The works are progressing according to the programme, having previously commenced in the roof spaces of the Trinity building before moving into the accommodation areas of K Wing in September 2025. The project to upgrade CCTV is scheduled to complete in April 2026.

The Board will be aware that HM Prison and Probation Service (HMPPS) has invested £5 million to create 84 specialist roles in prisons to speed up the removal of offenders with no legal right to remain in the UK. These specialists identify prisoners seeking voluntary departure and work with the Home Office to progress deportation cases quickly. Since April 2025, they have improved compliance, streamlined processes, and removed barriers to removal. At HMP Wandsworth, where the Foreign National Offender (FNO) population exceeds 200, two specialists have been deployed. Specialists also support staff by providing expertise on FNO management, promoting translation services, and assisting with Assessment, Care in Custody and Teamwork (ACCT) reviews where immigration concerns affect risk. National policies ensure FNO needs are met, including free five-minute calls for prisoners without visits, flexible phone access for time zone differences, and essential information in multiple formats and languages during early days in custody. The HMPPS FNO Information Hub provides guidance on immigration processes, translated resources, newsletters, and online surgeries for staff. Locally, HMP Wandsworth offers quarterly newsletters in key languages, monthly language reviews for Radio Wanno and Wanno TV, translated posters, monthly FNO forums, and life skills training delivered by Catch 22, which was launched in September 2025.

I acknowledge your concerns about staffing. As outlined in my update to you, HMPPS is advancing workforce transformation through the Enable Programme, which strengthens training, support, and wellbeing for Prison Officers to improve retention and operational effectiveness. The Pentonville Academy Pilot introduced a 15-week in-prison training model for new Band 3 officers, blending classroom and on-wing experience to build confidence from day one, with early feedback showing high engagement and positive outcomes. Future plans include a scalable hybrid model. Nationally, Enable delivers a 12-month experiential Foundation Training Reform and Core Capability Packages for staff with 6–24 months’ service, covering 16 essential skills. Locally, the Governor has committed to two monthly training shutdown mornings for targeted upskilling sessions and introduced a monthly training meeting to prioritise needs and coordinate delivery.
As previously outlined, HMPPS operates a centralised recruitment model for Band 3–5 prison officers to ensure consistent standards, meet high-volume demand, and support future estate expansion. HMP Berwyn piloted a two-stage local recruitment initiative to assess whether increased local autonomy improves candidate quality and retention. While the pilot enhanced candidate understanding and experience, it proved resource-intensive, delayed completion, and lacked robustness due to the omission of interactive assessments such as role play. It was concluded that the tested local models were unsustainable alongside operational duties. However, HMP Wandsworth has introduced “Taster Tours”, offering applicants an insight into prison life. Delivered by New Colleague Mentors, these tours have been effective in helping candidates make informed decisions about continuing their application.

As previously outlined, HMPPS operates a centralised recruitment model for Band 3–5 prison officers to ensure consistent standards, meet high-volume demand, and support future estate expansion. HMP Berwyn piloted a two-stage local recruitment initiative to assess whether increased local autonomy improves candidate quality and retention. While the pilot enhanced candidate understanding and experience, it proved resource-intensive, delayed completion, and lacked robustness due to the omission of interactive assessments such as role play. It was concluded that the tested local models were unsustainable alongside operational duties. However, HMP Wandsworth has introduced “Taster Tours”, offering applicants an insight into prison life. Delivered by New Colleague Mentors, these tours have been effective in helping candidates make informed decisions about continuing their application.

Progress has been made since invocation of the Urgent Notification with the Independent Review of Progress by HMI Prisons (April 2025) reporting improvements in all areas, notably reducing violence, self-harm, and drug access. We recognise that there is further work to do and since June 2025, HMP Wandsworth has been supported by the Prison Performance Support Programme (PPSP), with an on-site Improvement Lead delivering an 18-month plan focused on Decency, Safety, Security, Activity, People, and Culture. Progress is monitored monthly by a Local Improvement Board chaired by the Governor. HMP Wandsworth also participates in the Sustained Improvement Support Programme, a three-to-five-year initiative for five prisons that provides ongoing central support, with progress reviewed bi-monthly by the London Area Executive Director.

HMPPS acknowledges the Board’s concerns regarding the management of prisoners’ property and is actively addressing this issue. Careful consideration is being given to the findings of the IMB national thematic report on the impact of property loss on prisoners, as well as insights from Independent Prisoner Complaint Investigations following their thematic review of property-related complaints over the past five years. In response to these reports, Governors and senior leaders have been reminded of key requirements for property handling, including strict adherence to volumetric control limits. Additionally, consultation is underway with prisons to explore further areas highlighted in the reports and identify opportunities for improvement. Furthermore, HMP Wandsworth have implemented several measures to strengthen property management at HMP Wandsworth. These include: • Strict compliance with cell clearance protocols – ensuring staff do not accept property from wings unless proper procedures are followed, improving accountability and reducing risk of misplacement. • Accurate tagging and documentation – with all property clearly labelled with the prisoner’s name and location, and property cards fully completed to maintain a reliable audit trail. • Monthly Prison Council Meetings, providing prisoners with a forum to raise property-related concerns directly with managers.

Since 2023, replacement contracts have been subject to new UK legislation designed to streamline procurement, broaden market engagement — particularly with Small and Medium Sized Enterprise (SME’s) — and strengthen public sector control over persistent poor performance. While complex procurements remain reliant on internal processes, MoJ Commercial has introduced a streamlined governance framework to reduce delays. Upcoming contracts will incorporate enhanced quality controls, supported by renewed local Quality Improvement Group meetings to ensure accountability and delivery standards.

All people in prison, including those held on remand, have access to integrated mental health services commissioned by NHS England. This includes access to a range of treatments and interventions within prison as set out in the national service specification for mental health care in prisons. Together with NHS England, we will continue to improve services in prison to ensure that people have access to timely and effective mental health care that is tailored to their needs. HMPPS recognises that prisons are not appropriate settings for individuals with severe mental illness. The Mental Health Bill, now at Report Stage in the House of Commons, introduces a statutory 28-day limit for transferring patients with mental disorders from custody to hospital. This measure, alongside operational improvements, aims to reduce delays and provide faster access to treatment. The Ministry of Justice is collaborating with DHSC, NHS England, the Welsh Government, the Home Office, and the Youth Custody Service to develop an implementation plan for these reforms, expected 18–24 months after Royal Assent. Additionally, the newly established Mental Health and Justice Strategic Advisory Group will enhance oversight of transfer processes by reviewing data, monitoring timeliness, and addressing systemic causes of delay. While the increase in ACCT cases is concerning, it reflects improved awareness, early identification, and proactive intervention for individuals in distress. Efforts remain focused on strengthening early support and reducing repeat ACCT openings through enhanced multidisciplinary collaboration. Oxleas NHS Foundation Trust continues to work closely with HMP Wandsworth and NHS England to manage rising mental health caseloads and complex referrals. The Integrated Mental Health Team operates a multidisciplinary model including psychiatrists, psychologists, Registered Mental Health Nurse, occupational therapists, and Support, Time and Recovery (workers. Additional investment has introduced the Enhanced Support Service and a Safer Custody Lead Nurse, who works alongside the Safer Custody team to support vulnerable individuals. Recent improvements to referral, triage, and assessment processes have enabled earlier access to mental health care and broadened support beyond severe and enduring mental illness.

The Board will be aware that HM Prison and Probation Service (HMPPS) has invested £5 million to create 84 specialist roles in prisons to speed up the removal of offenders with no legal right to remain in the UK. These specialists identify prisoners seeking voluntary departure and work with the Home Office to progress deportation cases quickly. Since April 2025, they have improved compliance, streamlined processes, and removed barriers to removal. At HMP Wandsworth, where the Foreign National Offender (FNO) population exceeds 200, two specialists have been deployed. Specialists also support staff by providing expertise on FNO management, promoting translation services, and assisting with Assessment, Care in Custody and Teamwork (ACCT) reviews where immigration concerns affect risk. National policies ensure FNO needs are met, including free five-minute calls for prisoners without visits, flexible phone access for time zone differences, and essential information in multiple formats and languages during early days in custody. The HMPPS FNO Information Hub provides guidance on immigration processes, translated resources, newsletters, and online surgeries for staff. Locally, HMP Wandsworth offers quarterly newsletters in key languages, monthly language reviews for Radio Wanno and Wanno TV, translated posters, monthly FNO forums, and life skills training delivered by Catch 22, which was launched in September 2025.

It was encouraging to receive your positive feedback on the Remand Project, which recommenced in October 2024. It is most impressive that in eight months, the team managed over 1,000 cases and closed 850, providing much needed support to remand prisoners. I was also pleased to note the establishment of the leavers’ lounge in the reception area, providing a safe and supportive space for prison leavers. It is commendable that this has been recognised nationally as an example of good practice, promoting important collaboration between staff and prisoners to prepare for release.
Locally, HMP Wandsworth offers quarterly newsletters in key languages, monthly language reviews for Radio Wanno and Wanno TV, translated posters, monthly FNO forums, and life skills training delivered by Catch 22, which was launched in September 2025.