Source · IMB Annual Report
Isle of Wight
Year: 2025
Published: 2 Jun 2026
Type: Prison · Cat B
Population: 945
Recommendations: 21
Key concerns
Positive findings
HMP Isle of Wight, a Category B training prison, faced chronic staff shortages during 2025, resulting in significant regime disruption, frequent lock-ups, and impacts on purposeful activity. While overall violence stabilised, its severity and self-harm incidents increased. The Board noted good physical healthcare and education provision, but raised concerns about stretched mental health services, persistent substance misuse, and the ongoing delays in transfers to secure hospitals. Key management oversight meetings were often missed due to staffing pressures, and the Board highlighted a lack of Governor autonomy in recruitment and the need for urgent infrastructure and security gate enhancements.
Safety statistics
| Indicator | This year | Previous |
|---|---|---|
| Deaths in custody | 7 | — |
| Self-harm incidents | 1,068 | 914 |
| ACCT cases opened | 306 | — |
| Prisoner assaults | 151 | 133 |
| Assaults on staff | 114 | 123 |
| Drug finds | 310 | — |
Positive findings
Physical healthcare provision is very good, including monthly wing drop-in clinics and improved multi-disciplinary IHU meetings that have enhanced care pathways and activity access. The education department offers a good variety of supportive and engaging courses. Reception and induction processes are welcoming and efficient, with staff showing consideration and care, improved translation facilities, and positive feedback from prisoners. The ACCT process execution and completion has improved, and the family liaison and death-in-custody lead officer role remains impactful. The prison undertook a successful three-day 'big clean' operation in November.
Key concerns
Mental Health
Repeated
Transfers to secure hospital facilities are still taking much longer than the 28-day transfer target.
Staffing
Staffing shortages have been chronic since April onwards and, in consequence, wing regimes have regularly been disrupted by partial closures during the week and closures at weekends. This has adversely affected all aspects of prisoner life.
Segregation
Repeated
The segregation unit has experienced another challenging year and has, again, been regularly full, and pressures, due to staff absences, have meant that the key segregation, monitoring and review group meetings (SMARG) have not been taking place.
Resettlement/Release
The current provision of programmes does not appear to be meeting the rehabilitation and resettlement needs of prisoners. Given the prison’s PCoSO status, how is it considered acceptable that the budget allows for only three prisoners per year to undertake the Healthy Sex Programme, and what action will be taken to address this shortfall?
Substance Misuse
The situation with the gate security enhancement has not been rectified and yet is an obvious potential source of drug ingress. Ongoing failure to reduce the means for ingress of drugs to the establishment is likely to lead to a drug-related fatality in the Board’s view.
Estate/Conditions
Infrastructure issues involving the hydraulic gates, workshops, roofs and cameras in parts of the establishment are extreme and require a disproportionate amount of Governor time to manage.
Recommendations
| # | Recommendation | Addressee | Status |
|---|---|---|---|
| 1 | Transfers to secure hospital facilities are still taking much longer than the 28-day transfer target. We have raised this in previous reports. When and how can this situation be rectified? Repeated | Ministry of Justice | |
| 2 | We regularly observe situations where the lack of Governor autonomy in relation to staff recruitment and budget spend adversely affects the running of the establishment and prisoner outcomes. What concrete steps are being taken to increase Governors’ autonomy in these key areas, and to what timetable? | HMPPS | |
| 3 | Why is an experienced Governor, with a staffing underspend, unable to recruit staff to prevent a foreseeable staffing shortage that has adversely affected both prisoners and staff? | HMPPS | |
| 4 | The situation with the gate security enhancement has not been rectified and yet is an obvious potential source of drug ingress. Ongoing failure to reduce the means for ingress of drugs to the establishment is likely to lead to a drug-related fatality in the Board’s view. What action will be taken to fund this security enhancement, and by when? | HMPPS | |
| 5 | Infrastructure issues involving the hydraulic gates, workshops, roofs and cameras in parts of the establishment are extreme and require a disproportionate amount of Governor time to manage. What capital investment will be provided to resolve these issues, and what timeline has been set for delivery? | HMPPS | |
| 6 | The current provision of programmes does not appear to be meeting the rehabilitation and resettlement needs of prisoners. Given the prison’s PCoSO status, how is it considered acceptable that the budget allows for only three prisoners per year to undertake the Healthy Sex Programme, and what action will be taken to address this shortfall? | HMPPS | |
| 7 | What progress has been made on the repair and reinstatement of the central laundry, which was escalated by the Board in 2024? Restoring this facility would create valuable employment for a significant number of prisoners and alleviate problems and frustrations with the wing facilities. Repeated | HMPPS | |
| 8 | What changes can be made to give equalities a more impactful and reliable profile within the establishment? | Governor / Director | |
| 9 | What changes can be made to bring staff sickness and unauthorised absence below levels where prisoner quality of life will not be adversely affected? | Governor / Director | |
| 10 | What initiatives can be created to establish more accredited vocational courses and attract and retain more tutors? | Governor / Director | |
| 11 | What steps can be put in place to ensure that key management oversight meetings, such as SMARG and use of force are taking place? | Governor / Director | |
| 12 |
Can the Minister work with the Minister for Health and Social Care to provide sufficient beds in secure hospital facilities to ensure that the increasing number of mentally ill prisoners in the prison estate can be transferred to an appropriate care setting within the 28-day transfer target.
Repeated
Response
It was recognised that it is vital to transfer prisoners with serious mental health conditions as swiftly as possible. The Mental Health Bill introduced in November 2024 establishes a statutory 28-day time limit for transferring such prisoners for treatment. The Bill has now completed the Committee stage in the House of commons and work is ongoing to prepare for implementation18-24 months after Royal Assent. In addition to strengthening oversight and accountability, the Mental Health and Justice Strategic Advisory Group has been established to improve data monitoring, address barriers to transfer and support delivery of the 28-day time limit. |
Ministry of Justice | |
| 13 |
Will the Prison Service urgently prioritise funds for the installation of enhanced security gates at both sites, in line with the security arrangements at other LTHSE establishments,
Response
The Board’s concerns about illicit items and the importance of aligning gate security with national standards was understood. An assurance was given that these factors will be considered in assessing future investment. |
HMPPS | |
| 14 |
The national initiatives introduced to address the chronic staffing shortages of qualified probation staff have made no difference to HMP Isle of Wight. Are there any bespoke measures that can be introduced to reduce the unsustainable workload of probation staff at this prison and reduce the adverse impact on prisoners.
Response
Between 2021 and 2024, 4,582 trainees were recruited nationally, many of whom are now qualified and in post. In 2024-2025, the target of 1,000 trainees was exceeded and a commitment has been made to 1,300 in 2025-2026.Overall probation staffing increased by 610 FTE in 2024-2025. The challenge at HMP Isle of Wight was recognised and it was noted that the prison had loaned POM staff under the national emergency delivery model. Longer-term solutions continue to be pursued by HMPPS through a dedicated recruitment and retention strategy and is developing a new overarching strategy this year. |
HMPPS | |
| 15 |
Funding is needed to repair the workshops and waiting facilities for family visits and can funding be prioritised?
Response
Ministry of Justice Property Services is looking at the case for wider investment and considering disused spaces to deliver opportunities for prisoners and better facilities for visitors and staff. In the meantime, Gov Facility Services Ltd (GFSL) has been tasked with providing contingency plans to ensure visits/work can continue if current facilities become unusable. |
HMPPS | |
| 16 |
What changes can be made to ensure there is a proactive, timely and robust system to identify and assess prisoner social care needs and ensure that prisoners understand they can self-refer?
Response
The DLO [disability liaison officer] officer on HB [houseblock] 17 monitors social care assessment referrals with support from the equality SO [senior officer] and CM [custodial manager]. A monthly meeting with the Isle of Wight Council is in place to monitor prisoners under care plans. Guidance will be drafted and placed on all residential units and through safety and equalities newsletters to ensure that prisoners are aware of how to self-refer. |
Governor / Director | |
| 17 |
Given the older prisoner demographic, could funds be allocated to enable the charity Age UK to attend on site and continue its valuable work in relation to prisoner welfare and dementia?
Response
The new-in-post head of safety and equality has taken responsibility of equality at HMP IoW. Age UK will be contacted to explore what support is available and at what cost. |
Governor / Director | |
| 18 |
All positive drug test results are forwarded by security to the substance misuse treatment team so that support can be provided. Could a similar centralised approach be adopted so that the inclusion team is notified when a prisoner is under the influence or alcohol is found in their cell?
Response
Any drug/alcohol-related intelligence will be considered as part of the ‘intel’ triage process. SMS referrals form part of the daily Monday to Friday meetings. MDT [mandatory drug testing] teams also submit referrals following any positive MDT results. UTI [under the influence] referrals, again, are captured by way of IR [incident report] triage process, ensuring dissemination of this information. Primary healthcare also attends UTI incidents, which further supports the sharing of this information with SMS partners. |
Governor / Director | |
| 19 |
Given the barriers to family social visits caused by the prisons location, can the Governor maximise social video call opportunities by ensuring that monitors are available in each wing in Parkhurst. Also, could a review of any unmet needs and available technologies be undertaken, with a view to increasing the number of daily and weekend social video slots available.
Response
We actively encourage and support prisoners and their families to maintain contact through social visits and video calls, recognising the vital role this plays in rehabilitation and wellbeing. The Barnardo’s team is a valuable partner in this process, providing essential support to families and helping us deliver a positive visiting experience. The Governor holds regular meetings with the Barnardo’s head and the head of rehabilitation and reducing offending to review provision and address any issues or concerns promptly. This collaborative approach ensures that any emerging needs are managed effectively and without delay. The prison will continue to monitor this closely and explore opportunities to enhance provision where possible, including reviewing unmet needs and assessing available technologies as part of future planning. At present, houseblocks 23 and 24 share video call monitors. The prison is, however, actively exploring the introduction of an additional monitor so that each wing has dedicated access. Increasing the number of devices will significantly reduce waiting times, improve booking flexibility, and help to ensure that those who struggle with travel, because of distance, have reliable and timely means of maintaining family contact. Alongside this, the prison will undertake a review to identify any unmet demand for video calls and assess what technological or operational improvements could help increase the number of daily and weekend video call slots available. This will include looking at current usage levels, identifying any groups who may be missing out and exploring how scheduling could be expanded or adapted to meet need more effectively, expanded or adapted to meet need more effectively. |
Governor / Director | |
| 20 |
Can appropriate equipment/instruction materials be immediately installed in the IHU so that translation services are available for prisoners located there and for prisoners who arrive outside of core hours when initial health screening takes place in the unit?
Response
The Big Word is available for use on all staff phones. The head of safety and equality will ensure that clear guidance is shared with the IHU [inpatient healthcare unit] and reception staff to ensure they understand how and when to access. |
Governor / Director | |
| 21 |
When prisoners in SARU fail the algorithm and are transferred to IHU, either for observation or for anticipated transfer to a secure hospital facility, what therapeutic engagement with the mental health team is provided for under the contract with Practice Plus Group?
Response
When a prisoner does not meet the SARU mental health algorithm, the psychiatrist is informed and decides on whether they should transfer to the IHU. IHU staff, including the complex care lead, CM and IHU Governor are notified and, if a bed is available, the prisoner is admitted promptly. A mental health nurse reviews them as soon as possible and an IHU-specific care plan is added to System One, alongside any existing plans. A one-page plan is completed and shared with relevant staff and the psychiatrist discusses the immediate clinical approach, including medication. Nurses visit at least three times a week and more, if needed, to assess mental state, medication adherence, hygiene, diet, sleep risk and activity engagement, noting if the prisoner declines to participate. Reviews also depend on prison risk assessments, including unlock protocols. Nursing staff and officers provide handovers before each review, and medication issues are communicated between IHU and mental health nurses. The case is discussed in the Monday MDT and the psychiatrist attends the IHU on Tuesdays for reviews and to determine whether external referral is required. The IHU and prison nurses are kept updated on the plan. When the prisoner stabilises, a discharge plan is agreed and communicated and the care coordinator follows up after discharge. |
Governor / Director |
Related inspections & investigations
Other reports for Isle of Wight
Report details
- Establishment
- Isle of Wight
- Type
- Prison · Cat B
- Report year
- 2025
- Published
- 2 June 2026
- Responsible body
- HMP Isle of Wight
- Recommendations
- 21
- MoJ rating (2024/25)
- 2 — Concern
Population
| Population | 945 |
| Operational capacity | 968 |