Recommendations 16 items · 12 repeated
Recommendations were extracted from the report by AI, and responses and their status from the ministerial response by AI. Each recommendation shows whether its wording has been checked against the report.
Response: In progress
Addressee: Other, minister · Topic: Mental Health · Repeated from a previous year
Recommendation (the Board's words)
While the proportion of transfers to external mental health facilities has improved this year, there were still too many patients (two-thirds) transferred beyond the 28-day limit. What concrete steps will the Minister take to address this issue and within what timeline?
Government response (as published)
I appreciate the Board’s ongoing concerns about access to secure mental health facilities. While it is encouraging that the proportion of timely transfers has improved, it is unacceptable that two-thirds of patients were transferred beyond the 28-day limit. As you will be aware, the Mental Health Bill introduces a 28-day timeframe for transfers, placing NHS England’s Best Practice guidance on a statutory footing. The Bill is currently in its final stages having gone through all three readings in both the House of Lords and House of Commons. The Ministry of Justice is working closely with the Department of Health and Social Care, NHS England, the Welsh Government, the Home Office and the Youth Custody Service to create and to deliver operational improvements within 18–24 months following Royal Assent.
Response: In progress
Addressee: Other, minister · Topic: Resettlement · Repeated from a previous year
Recommendation (the Board's words)
The lack of probation and community support for all prisoners means that they are more likely to return to prison. What measures is the Minister taking to address the shortfalls of probation and community support in the London area?
Government response (as published)
I acknowledge the Board’s repeated concerns regarding probation and community support. Recruitment and retention remain a priority for the Probation Service, which has seen a 20% increase in staffing since unification in June 2021. Between June 2024 and June 2025, the London region saw a 4% increase in full-time equivalent Probation Officers, with 24 additional staff recruited, and it continues to prioritise recruitment efforts. These increases form part of a broader strategy to strengthen probation services, we have committed to onboarding a further 1,300 probation trainees in 2025/26 to help ensure that individuals leaving custody receive the necessary support to reintegrate successfully into the community.
Probation and community resources
See the Ministerial response above re ongoing work to strengthen this.
Response: In progress
Addressee: Other, minister · Topic: Resettlement · Repeated from a previous year
Recommendation (the Board's words)
Probation support for remand prisoners, in particular, remains inadequate, despite the promised investment. The increase in the remand population has not been matched with a sufficient increase in resettlement resources, to ensure that the majority of prisoners get the support they need. What specific, measurable steps will the Minister take to increase probation support and ensure adequate resettlement for all remand prisoners?
Government response (as published)
I recognise the particular challenges faced by remand prisoners. The increase in the remand population has placed additional pressure on resettlement resources. Serco is working with HM Prison and Probation Service (HMPPS) to align resources accordingly, and while previous funding requests for resettlement and remand support were declined, discussions remain ongoing. The ID Banking Clerk role is now a full-time provision, with Catch22 continuing to support structured interventions. The absence of Bail Information Officers has been raised and is being addressed to ensure that remand prisoners receive the support they need.
Response: In progress
Addressee: HMPPS · Topic: Resettlement · Repeated from a previous year
Recommendation (the Board's words)
Probation and community resources remain inadequate, despite promised investment – see above, ‘to the Minister’.
Government response (as published)
I acknowledge the Board’s repeated concerns regarding probation and community support. Recruitment and retention remain a priority for the Probation Service, which has seen a 20% increase in staffing since unification in June 2021. Between June 2024 and June 2025, the London region saw a 4% increase in full-time equivalent Probation Officers, with 24 additional staff recruited, and it continues to prioritise recruitment efforts. These increases form part of a broader strategy to strengthen probation services, we have committed to onboarding a further 1,300 probation trainees in 2025/26 to help ensure that individuals leaving custody receive the necessary support to reintegrate successfully into the community.
Probation and community resources
See the Ministerial response above re ongoing work to strengthen this.
Response: In progress
Addressee: HMPPS · Topic: Resettlement · Repeated from a previous year
Recommendation (the Board's words)
Inaccurate data on BCS2s and BCS3s was being logged continuously on the pre-release team’s systems from July 2024 for 11 months, without any investigation as to its validity or the performance of the team (see 7.5). Is the team required to regularly submit data to either the Probation Service or HMPPS on the completion rate of these and other mandatory tasks?
Government response (as published)
Data Accuracy and Quality Assurance in Pre-Release Teams: There is currently no national infrastructure for reporting the work undertaken by pre-release teams, which has been identified as a gap. In response, London Regional Probation has developed a local reporting system that relies on managers and staff to log completed tasks. Data is submitted monthly and managed by the administrative team. HMPPS has been involved in discussions to strengthen quality assurance processes with interventions now in place to ensure improvement and provision for escalation of corrective actions where needed. Locally, the Head of Offender Management Delivery attends monthly Senior Leadership Team meetings to review and discuss team performance.
Response: In progress
Addressee: HMPPS · Topic: Resettlement · Repeated from a previous year
Recommendation (the Board's words)
The processes followed by the resettlement team to support prisoners in finding accommodation on release remain inadequate, resulting in too many men leaving the prison homeless. How will the Prison Service improve the processes?
Government response (as published)
Homelessness on Release: We acknowledge and share the Board’s ongoing concern regarding homelessness upon release, which remains a significant challenge. The Strategic Housing Specialist at Thameside engages in five borough panels to plan interventions ahead of release. Barriers to commissioned rehabilitative services (CRS) referrals include limited access to prisoners and facilities and late referrals. To address these issues, the ‘Right First Time’ briefing and Good Industry Practice document were introduced. New contracts for CRS are being procured, effective Spring 2027, to better support housing and employment outcomes. Locally, Catch22, Probation, and the Pre-Release Team coordinate referrals to St Mungo’s and CAS3, with high-risk cases directed to Approved Premises. The Strategic Housing Lead collates outcome data and chairs bi-monthly Reducing Reoffending meetings to keep this under review and seek further improvements.
Response: In progress
Addressee: HMPPS · Topic: Resettlement · Repeated from a previous year
Recommendation (the Board's words)
There is a lack of coordination and effective oversight of the various agencies providing resettlement services. This, along with continuing recruitment issues, results in prisoners in Thameside not getting the resettlement support they need. What will the Prison Service do to address this issue?
Government response (as published)
Coordination and Oversight of Resettlement Services: Resettlement activity in London is overseen by a dedicated Head and Deputy Head of Service; an exception adopted three years ago to address specific regional challenges. Pre-release information sharing meetings operate across all London prisons alongside Interdepartmental Risk Management Meetings (IRMMs) to ensure pre-release planning for every sentenced prisoner and that any actions are identified and overseen by custody based Senior Probation Officers. A deficit remains in the offer for remand prisoners, but the effectiveness of an immediate release pilot at Wandsworth has been recognised and may be rolled out nationally. Locally, fortnightly pre-release meetings and monthly IRMMs include all relevant agencies to ensure join up.
Response: Noted
Addressee: HMPPS · Topic: Regime · Repeated from a previous year
Recommendation (the Board's words)
While the Board acknowledges the measures taken to clear the backlog of court cases, this has resulted in vans regularly arriving at the prison after the lock out time of 8.00 pm. (see table 1, Annexe C). What actions will the Prison Service take in conjunction with the Prisoner Escort and Custody Service to minimise this?
Government response (as published)
Late Court Sittings and Reception Capacity: Prisoners are allocated from court to prison based on pre-agreed alignments, irrespective of the time court proceedings conclude. This approach ensures a balanced distribution of remand prisoners and places individuals in the most appropriate establishment aligned to their originating court. Any changes to this system would disrupt the existing logistical framework and likely result in delays, negatively affecting court service delivery including increased courtroom wait times due to unaligned prisoner movements. We recognise the need for flexibility and, where necessary, HMP Thameside collaborates with healthcare providers to accommodate late arrivals and ensure prisoner needs are met. Practice Plus Group has reviewed its reception resources and implemented a flexible plan to support efficient healthcare screening. Low-risk or non-Integrated Drug Treatment System prisoners are fast-tracked through reception, ensuring only those requiring clinical attention remain. This reduces wait times and addresses first-night concerns. The Serco Reception Officer team operates independently and is well-versed in reception procedures. As part of the broader site Detail Review, it has been identified that the reception team roster should be adjusted to include later finishes to better manage late arrivals. In the interim, HMP Thameside continues to monitor staff sickness and absence, promote employee wellbeing across the site, and maintain daily engagement between senior management and staff to address any concerns.
Response: In progress
Addressee: HMPPS · Topic: Other
Recommendation (the Board's words)
In order to carry out its statutory duties, the IMB is entitled to be given data from the agencies contracted by HMPPS who carry out resettlement work. This includes the number of prisoners receiving support, achievement of targets and staffing levels. When asked for this data, some teams ignored the Board’s repeated requests, while others had to get permission from managers (causing unnecessary delays). Will HMPPS please confirm with the contracted agencies that they can (and should) provide the IMB with data on request?
Government response (as published)
IMB Access to Resettlement Data: The Statutory Role of the IMB document will be shared with all staff and stakeholders to promote awareness of the IMB’s role and reporting requirements. The Director at HMP Thameside remains committed to resolving access to information requests and supporting appropriate escalation where necessary.
Response: In progress
Addressee: NHS / Healthcare Provider · Topic: Mental Health · Repeated from a previous year
Recommendation
NHS England should outline what is being done to increase capacity for mental health transfers from prison to hospital, particularly in light of the proposed statutory 28-day time limit.
Government response (as published)
I note that you have also raised a query for NHS England around its capacity to support this. NHS England is improving data collection and monitoring, reviewing referral processes, and providing training to prison staff. The newly established Mental Health and Justice Strategic Advisory Group will provide clinical leadership and oversight across the pathway, helping to identify and address common causes of delay. A dedicated resource has also been assigned to scrutinise data and escalate breaches of the 28-day target directly with trusts and Integrated Care Boards (ICBs). In addition, a further £42 million recurrent investment from 2024/25 will support ICBs in recommissioning inpatient care aligned with local therapeutic models. These steps reflect our shared commitment to ensuring that people in custody with severe mental illness receive timely and appropriate care.
Addressee: Governor / Director · Topic: Safety · Repeated from a previous year
Recommendation
The Director should ensure that processes are in place for routine regular audits of ACCT documentation and that all staff are aware of their responsibilities in completing these documents.
Government response (as published)
Concerns remain that 80% of documents continue to fall below an acceptable standard in the prison’s own audits and that regular audits have not taken place for much of the year.
Addressee: Governor / Director · Topic: Regime · Repeated from a previous year
Recommendation
The Director should prioritise an urgent review into the end-to-end processes for handling prisoner property, including the role of the prison escort contractor.
Government response (as published)
Concerns remain about the lack of progress in this area.
Addressee: Governor / Director · Topic: Regime · Repeated from a previous year
Recommendation (the Board's words)
What measures can the Director take to improve prisoners’ confidence in the incentives system so that it is more consistently applied and that quality assurance is routinely carried out?
Government response (as published)
Some improvement has been noted in relation to canteen issues, but no change to property processes (see above). The Board understands that a review of the incentives process will be carried out.
Addressee: Governor / Director · Topic: Other
Recommendation (the Board's words)
What is being done to improve record keeping across departments, e.g. key worker entries, minutes of meetings, action trackers, CSIP paperwork, accurate recording of foreign national prisoner language levels?
Addressee: Governor / Director · Topic: Safety
Recommendation
The Director should consider reinstating the restorative justice post.
Addressee: Governor / Director · Topic: Resettlement
Recommendation (the Board's words)
Will the prison review the information for prisoners’ families, both on the website and in the visitors’ centre, to ensure this is updated, clear and also consistently applied?