Isle of Wight

I fully recognise how vital it is to ensure that prisoners with serious mental health needs are transferred to secure hospital as swiftly as possible. Delays can have a profound impact on the wellbeing of some of the most vulnerable people in our care. The Mental Health Bill, introduced in November 2024 establishes a statutory 28-day transfer time limit for prisoners requiring hospital treatment. The Bill has now completed Committee Stage in the House of Commons, and detailed work is underway alongside the Department of Health and Social Care, the Welsh Government and Home Office to prepare for implementation 18–24 months after Royal Assent. Alongside this, NHS England has commissioned a Health Needs Assessment focused specifically on the needs of prisoners at HMP Isle of Wight, which will help ensure that services are aligned to demand. To strengthen oversight and accountability, the Mental Health and Justice Strategic Advisory Group has been established. Chaired by NHS England’s National Medical Director for Mental Health and Neurodiversity, the group brings together health and justice partners to improve data monitoring, address barriers to transfer and support delivery of the 28-day time limit. I remain committed to ensuring these reforms deliver meaningful improvements for prisoners with acute mental health needs.

The Parkhurst vehicle gate was returned to operational capability in May 2025. Funding has also been allocated for the replacement of vehicle and pedestrian gates at both Albany and Parkhurst during the 2025/26 financial year, and work is progressing with the involvement of MoJ Property Services and Government Facilities Services Limited (GFSL), with a view to completion in-year. I note that a business case has also been submitted for enhanced gate security in line with other establishments in the Long Term and High Security Estate. This is currently subject to approval. As the Board will appreciate, bids for capital projects must be prioritised carefully given that demands across the estate exceed the funding available. HMPPS prioritises works based on risk to life, risk to capacity and decency. That said, I understand the Board’s concerns about illicit items and the importance of aligning gate security with national standards and I can assure you that these factors will be considered when assessing future investment.

I recognise the continued challenges at HMP Isle of Wight relating to probation staffing. Recruitment and retention remain a central priority for the Probation Service. Between 2020/21 and 2023/24, 4,582 trainees were onboarded nationally, many of whom have now qualified and taken up posts. In 2024/25 the Service exceeded its trainee target of 1,000, and the Lord Chancellor has committed to a further 1,300 trainees in 2025/26. Between March 2024 and March 2025, probation staffing increased by 610 Full Time Equivalent (FTE) nationally, including 319 additional probation officers. In the South Central region, staffing levels rose by 9% over the past year, reflecting the positive impact of recruitment campaigns. At a local level, I note that the prison has supported probation delivery by loaning staff as Prison Offender Managers (POM) under the national emergency delivery model. While these staff cannot replace the capacity of fully qualified probation officers and their redeployment places strain on core duties, I am grateful for the flexibility shown. HMPPS continues to pursue long-term solutions through its dedicated Recruitment and Retention Strategy and is developing a new overarching strategy this year.

I note the Board’s concerns about the condition of some of the workshops and family waiting facilities. While there are no formal approvals for capital works at this stage, indicative plans are in place for the refurbishment of the laundry to commence in 2026. I am also aware that MoJ Property Services continues to consider the case for wider investment, considering disused spaces on the estate which, with minimal investment, could deliver improved opportunities for prisoners and better facilities for visitors and staff. In the meantime, the prison has taken practical steps to maintain service delivery. This includes supporting the development of prisoner work parties managed by GFSL to expand local repair capacity and putting contingency arrangements in place to repurpose staff training and meeting rooms as temporary visiting centres should the current facilities become unusable. While these are not permanent solutions, they demonstrate the establishment’s determination to safeguard family contact and meaningful work opportunities within the limits of available resources.

The Governor will ensure translated induction materials are available by using SharePoint, identifying languages through flags, and utilising The Big Word service with spider phones for privacy. Health screenings are supported by IHU nursing staff, and Google Translate is used for document translation. Peer support and multilingual staff are also available for assistance. Progress: In our previous report, we raised this, believing that it created some risk for vulnerable prisoners, and it seems that the issue may not have been fully addressed.