Five Wells

I have read your report with care and understand the Board’s concerns around the increase in number of recalled prisoners. The decision to recall a person to custody is never taken lightly and is guided by rigorous thresholds based on licence compliance and the ability to manage escalating risk in the community. Nationally, we recognise that good resettlement planning is key to reducing the likelihood of recall, particularly for minor breaches. However, challenges such as securing suitable accommodation can hinder successful reintegration. In response, the East of England region has undertaken a review of recall cases over the past 12 months to identify common themes and addressable issues. We are also strengthening pre-release planning and expanding the role of peer mentors, including initiatives where mentors meet individuals at the gate to provide immediate support. Prison and probation colleagues are collaborating more closely to improve communication at the point of recall, ensuring that timely and accurate information is shared to support individuals effectively. This includes the use of a standardised proforma to ensure timely information sharing, particularly for those on fixed-term recalls, enabling us to better identify and meet resettlement needs and support individuals towards successful re-release.

With reference to the Board’s concern of improvements to the design of new prisons, we are committed to learning from experience and continuously improving the design and delivery of new prisons. The Ministry of Justice is actively applying lessons from across the New Prisons Programme to ensure that each successive build addresses previously identified weaknesses. For example, at HMP Fosse Way, built following HMP Five Wells, 84 additional interview rooms were incorporated as well as seven large group rooms, and air-conditioning in the staff training space to improve working conditions. Unfortunately, there are no immediate plans to make physical improvements to HMP Five Wells as there are a number of competing demands for maintenance across the prison estate and HM Prison & Probation Service (HMPPS) must prioritise work based on risk to life, capacity and decency.

I recognise the importance of a strong and diverse Board and appreciate the difficulties that you have had in recruiting suitable candidates. I am pleased to say that the IMB Staff is taking active steps to improve recruitment processes and outcomes. The IMB recruitment process is currently under review to streamline procedures and improve efficiency. This includes updating guidance for both applicants and interview panels to ensure high-quality candidates are attracted and appointed. It is also developing a new database and application system to make it easier for individuals to apply and for vacancy managers to track progress through each stage of recruitment. The IMB Staff’s next national campaign is scheduled to launch in January 2026, and as with all campaigns, it will target promotional efforts to support establishments facing recruitment challenges, such as HMP Five Wells. It also has regionally based staff dedicated to local outreach, community engagement, and tailored advertising to ensure as broad and representative a pool of potential volunteers as possible can be reached.

I understand your concerns regarding the difficulties in recruiting new Board members, especially as you have faced particular challenges monitoring a large and complex prison with only six members in place at the end of the reporting year. I was pleased to hear that, since March 2024, there have been further appointments to the Five Wells Board; that you now have a team of 10; and that you have recently been part of a further recruitment campaign, obtaining two more applicants. Other initiatives to attract new applicants are in place, such as using local radio stations so that members can share their invaluable experience about the role more widely. I am aware that the process of appointing new Board members can sometimes be a lengthy one, and that this can cause frustration. The IMB Staff Group (formerly the ‘Secretariat’) continues to seek improvements to its recruitment processes, including exploring ways to fill vacancies more quickly. There are no plans to make the IMB Staff Group a completely separate entity to the Ministry of Justice (MoJ). I appreciate this may be disappointing to you. However, IMB staff will continue to operate with full independence from the MoJ under the overall leadership of the IMB National Chair. The vital and important role that IMB members play in scrutinising places of detention is formally distinguished from other ‘volunteer’ roles by their status as Ministerially made Public Appointments. It is of the utmost importance that these appointments are made using the appropriate selection processes, to ensure that the most suitable candidates are placed in these roles and the high standards of qualitative monitoring and integrity can be maintained. I would, again, like to extend my gratitude to you and all the HMP Five Wells Board members for your continued exemplary work.

There are currently no immediate plans to change the designated function of HMP Five Wells. However, the contract for the prison was designed with flexibility in mind, recognising the need to adapt to pressures within the wider prison system and operational requirements on site. As such, while the primary function remains resettlement, the cohort has been flexed in response to system-wide capacity demands. Notably, in January 2024, a trainer cohort was introduced, and as of August 2025, the population at Five Wells comprises approximately 56% resettlement and 39% trainer. Looking ahead, the HMPPS Estate Configuration Review, alongside the Independent Sentencing Review and the Independent Review of Criminal Courts, will inform future decisions about prison functions and offender flows across the estate. A 2027 Configuration Ambition has been agreed as a holding position, which for HMP Five Wells includes a model of 85% Resettlement C and 15% Trainer C, ensuring the prison continues to meet the evolving needs of the system while maintaining its core resettlement focus.

We take the concerns raised about the handling and transfer of prisoner property seriously and are actively working to improve systems and accountability in this area. In response to the findings of the IMB national thematic report and the Independent Prisoner Complaint Investigations review, HMPPS has actively reminded Governors and senior leaders of key property handling responsibilities, including adherence to volumetric control limits. While digital transformation in this area remains constrained by wider pressures, we have embedded the use of the digitally recorded Person Escort Record (dPER), which includes a property section that accurately logs sealed items transferred with the prisoner and supports investigations into any loss. Additionally, the Prisoner Escort and Custody Services (PECS) contract includes regular complaint reviews and has introduced a new vehicle fleet with increased capacity to carry additional property. We continue to consult with prisons on further improvements and remain committed to strengthening the integrity and traceability of prisoner property handling across the estate.

HMPPS notes the Board’s continuing concerns about the handling of prisoners’ property and is aware that the Board raised this as an issue in last year’s annual report. This is an area to which HMPPS is currently giving further attention. Careful consideration will be given to the findings in the recently received IMB national thematic report on how property loss impacts prisoners, as well as those due to be received from Independent Prisoner Complaint Investigations, following a thematic review of the property complaints they have received in the last five years. As the Board identifies, a common area for problems is when excess prisoner property is forwarded on when a prisoner transfers. It is, therefore, key that prisoners comply with volumetric control limits, since anything within those limits will transfer with them. HMPPS is focusing on what more can be done to ensure compliance with the requirements of the Framework. HMPPS also notes the Board’s concerns about the lack of digital improvements on property handling. While it is recognised this will be disappointing, other pressures around digital changes mean it is not anticipated that an electronic property card will be in place in the immediate future. At HMP Five Wells specifically, the complaints about property handling largely emanate from prisoners transferring into the prison. During the last 12 months, there has been one complaint received regarding loss of property when a prisoner was transferring out of HMP Five Wells, which was attributed to the escort contractor. This indicates that HMP Five Wells is complying with the transfer control limits when prisoners are moved.

The Managing Conveyance of Unauthorised and Illicit Items Policy Framework, published in July 2024, provides instructions and guidance for prisons. The policy is structured on five key areas of conveyance, which includes the gate, reception, visits, correspondence and perimeter. Governors must assess the risk of conveyance in these areas using an evidence-informed risk assessment. Any risks highlighted via the evidence-informed assessment must be mitigated against with local procedures and outlined in the prison’s Local Security Strategy. The Director and senior leadership team at HMP Five Wells are exploring additional methods to better prevent and detect the ingress of illicit items that will be supported by additional CCTV, which is due to be installed on the perimeter of the prison. Methods of reducing ingress by employing drone detection systems are also being considered.

The Managing Conveyance of Unauthorised and Illicit Items Policy Framework, published in July 2024, provides instructions and guidance for prisons. The policy is structured on five key areas of conveyance, which includes the gate, reception, visits, correspondence and perimeter. Governors must assess the risk of conveyance in these areas using an evidence-informed risk assessment. Any risks highlighted via the evidence-informed assessment must be mitigated against with local procedures and outlined in the prison’s Local Security Strategy. The Director and senior leadership team at HMP Five Wells are exploring additional methods to better prevent and detect the ingress of illicit items that will be supported by additional CCTV, which is due to be installed on the perimeter of the prison. Methods of reducing ingress by employing drone detection systems are also being considered.

Since opening in 2022’ HMP Five Wells has had a high number of new receptions and for this cohort of prisoners it is not possible or expected that a sentence plan is in place on their arrival. For the majority of prisoners who are serving a determinate sentence of over ten months, the Prisoner Offender Manager (POM) should complete an initial OASys assessment (incorporating the sentence plan) within ten weeks of being sentenced. There is a strategy in place to maximise compliance to this timeframe, but due to continued churn it is recognised that there remains an ongoing but reducing backlog; the number for the end of September 2024 was 71. The vast majority (95%) of the population have now had a start of custody OASys completed. Initiatives that have been introduced, such as having dedicated POMs focusing on OASys completions, are helping to keep the backlog low. As identified by the Board, the backlog has reduced and is being managed by appropriately giving priority to OASys completion for those men closest to release.

Since opening in 2022’ HMP Five Wells has had a high number of new receptions and for this cohort of prisoners it is not possible or expected that a sentence plan is in place on their arrival. For the majority of prisoners who are serving a determinate sentence of over ten months, the Prisoner Offender Manager (POM) should complete an initial OASys assessment (incorporating the sentence plan) within ten weeks of being sentenced. There is a strategy in place to maximise compliance to this timeframe, but due to continued churn it is recognised that there remains an ongoing but reducing backlog; the number for the end of September 2024 was 71. The vast majority (95%) of the population have now had a start of custody OASys completed. Initiatives that have been introduced, such as having dedicated POMs focusing on OASys completions, are helping to keep the backlog low. As identified by the Board, the backlog has reduced and is being managed by appropriately giving priority to OASys completion for those men closest to release.

Improving the management of ACCT cases has remained a key issue for the prison throughout the reporting year. A quality assurance process has now been introduced to identify remaining weaknesses and improve staff awareness and documentation standards. Frequent self-harming prisoners and those with complex needs are the subject of a weekly review by a multi-disciplinary group, and this process has improved during the year.

Improving the management of ACCT cases has remained a key issue for the prison throughout the reporting year. A quality assurance process has now been introduced to identify remaining weaknesses and improve staff awareness and documentation standards. Frequent self-harming prisoners and those with complex needs are the subject of a weekly review by a multi-disciplinary group, and this process has improved during the year.

Detailed analysis of both violent and use of force incidents have resulted in frequent individual and group communications about incident management and the use of body worn video cameras. Further work is needed to embed best practice and consistently meet current standards for control and restraint.

Detailed analysis of both violent and use of force incidents have resulted in frequent individual and group communications about incident management and the use of body worn video cameras. Further work is needed to embed best practice and consistently meet current standards for control and restraint.

Although there have been notable finds of illicit items during the year, the positive rate for mandatory drugs tests remains high and suggests that significant quantities of illicit items are still available in the prison. Efforts to reduce demand, such as the drug rehabilitation unit (DRU), appear to have had only a modest impact. The prison’s approach to security measures has not changed significantly during the year.

Although there have been notable finds of illicit items during the year, the positive rate for mandatory drugs tests remains high and suggests that significant quantities of illicit items are still available in the prison. Efforts to reduce demand, such as the drug rehabilitation unit (DRU), appear to have had only a modest impact. The prison’s approach to security measures has not changed significantly during the year.

There have been no changes made during the year to improve airflow.

There have been no changes made during the year to improve airflow.

This situation has not been addressed since the previous IMB annual report. Concerns continue to be raised about privacy and storage.

This situation has not been addressed since the previous IMB annual report. Concerns continue to be raised about privacy and storage.

Policy is clear but enforcement is not always consistent across the prison.

Policy is clear but enforcement is not always consistent across the prison.

The healthcare department is due to move to electronic communication by 31 July 2025 and is setting up the system log-ins for all staff.

The healthcare department is due to move to electronic communication by 31 July 2025 and is setting up the system log-ins for all staff.

The healthcare department is holding medication forums, and the head of healthcare is communicating the process for medication changes. This is also discussed in the prison council.

The healthcare department is holding medication forums, and the head of healthcare is communicating the process for medication changes. This is also discussed in the prison council.

Vocational training is currently providing 16 accredited courses. Whilst the Building Choices programme may indirectly assist securing employment, it is estimated that it will only be able to be provided to 100 prisoners next year.

Vocational training is currently providing 16 accredited courses. Whilst the Building Choices programme may indirectly assist securing employment, it is estimated that it will only be able to be provided to 100 prisoners next year.

Concerns continue to be raised about the time taken for men to be allocated.

Concerns continue to be raised about the time taken for men to be allocated.

The position has improved and meaningful employment now exceeds 25 hours a week.

The position has improved and meaningful employment now exceeds 25 hours a week.

The changed population negatively impacted the possibility for granting ROTL in 2024-2025, with the result that only a total of five prisoners were employed for a short period and none since October.

The changed population negatively impacted the possibility for granting ROTL in 2024-2025, with the result that only a total of five prisoners were employed for a short period and none since October.