Rochester

For almost the whole of this reporting year the prison was without a permanent Governing Governor. The unexpected departure of the Governor in the spring, was followed by the appointment of an Interim Governor. In the Autumn, the Deputy Governor was appointed as Acting Governor in the absence (due to the ill health) of the Interim Governor. In December, the Governing Governor from Maidstone Prison was appointed to HMP Rochester to replace the Acting Governor (who reverted to Deputy Governor) until the Interim Governor was able to return (which she did under a phased return to work.) Finally in March the Interim Governor was appointed as Governing Governor, which at last gave some stability of leadership. In addition, there were several changes of departmental senior leaders during the year. The absence of clear and consistent leadership created a lack of structure for all those working at the prison, and how it addressed the issues outlined in the paragraphs below.

The HMIP inspection in August 2024 resulted in the issuing of an Urgent Notification (UN) for Rochester. It received the lowest healthy prison assessments in three of the four tests: respect, purposeful activity and preparation for release. It also noted that recommendations from the 2021 inspection were still to be addressed.

In the summer it was announced that HMP Cookham Wood would be re-rolled as a male Category C prison and aligned to HMP Rochester. It only became clear to the Board in April 2025 with the appointment of a single Governor for the two sites how the two prisons are to work together. Prisoners categorised as ‘enhanced’ were transferred to Cookham very speedily and efficiently. However, both the IMB boards at Rochester and Cookham have been concerned about the lack of activity available for these prisoners. In addition, the staffing position was difficult and has taken longer to resolve than anticipated. The Board’s view is that there was insufficient planning to enable this move to take place, while appreciating that it was required because of pressure on the national prison estate.

In early February 2025 the Board was informed there would be a partial cohort change at Rochester with the top site holding prisoners convicted of sexual offences (PCoSOs) By late February and early March, PCoSOs were being housed at Rochester with the aim of having all wings on the top site housing PCoSOs by June 2025. Once again, there was very little time to prepare for this change before it was implemented. The requirement to keep the two cohorts of prisoners separate requires considerable change to all working practices across the prison.

Most wings at the prison have a failing infrastructure and are meeting a minimal level of acceptable accommodation. While the pest control measures introduced during the reporting period (together with improved cleanliness on wings) has improved the vermin situation, in the Board’s view it is still a significant problem, and will remain so, until the prison is redeveloped.

The Board continues to receive a large number of applications relating to property loss on transfer, which additionally increased following the transfer of PCoSO prisoners, many of whom have had property lost or delayed in transit.

The Board is raising again that on several occasions in the reporting year, the 42-day time limit for segregation was exceeded, with some there in excess of 84 days. The Board recognises this is, in part, due to population pressures across the entire prison estate. However, the wait for transfers caused by a change in a prisoner’s category status, (for example from C to B due to an escape attempt), or where it is confirmed that a prisoner’s safety is at risk within the prison, are still taking too long to arrange. This is unacceptable.

While on paper Rochester has a full establishment of officers, due to temporary promotions, high levels of sickness and other absences there are often shortages of staff. Consequently, this leads to a restricted regime, which limits prisoners’ time out of cell, an issue of concern in the HMIP report. In addition, many prison officers are inexperienced; a considerable number have less than two years experience.

The Board is again drawing attention to the lack of trainers and tutors in Education and Skills straining. This was of concern to the HMIP and Ofsted Inspectors.

The Board notes that behavioural programme provision needs to be expanded, and this is planned wef September 2025. The Board notes that since their arrival at Rochester there has been no provision for behavioural courses for the PCoSOs. This means some of this prisoner cohort will leave prison without completing their required sentence plan. In the Board’s view, this is unacceptable.

Recommendation 1

The Board believes the speed of change that happened at Rochester prison in the past 12 months has impacted its ability to deliver on the many issues highlighted in the HMIP Report and the resulting Urgent Notification (UN). The Board requests the Minister to provide the resources Rochester needs to enable the necessary improvements to take place. Additionally, to give the prison a period of stability to enable the outcomes from the UN to be achieved.

Other (minister) Resources and Stability

Recommendation 2 Repeated Prev. unaddressed

The Board draws the Minister’s attention to the statistic in paragraph 7.5.4 as to how few prisoners remain in employment after six weeks from release. Are there plans to address this issue? In addition, while there has been an improvement, more hostel accommodation in the South East for released prisoners is still required.

Other (minister) Resettlement and Accommodation

Recommendation 3 Repeated Prev. unaddressed

The Board is again noting that volumetric control of property is not happening. Being a prison from which prisoners are released, Rochester regularly receives property in excess of the volumetric control number. This, in turn, has to be sorted and stored, and is a time-wasting exercise for all concerned. The Board believes it should be implemented more rigorously, or another scheme should be devised and implemented, as indicated in the latest HMPPS response to our previous report.

HMPPS Property Management

Recommendation 4

The Board understands and supports the reasoning for the re-rolling of the top site at Rochester as a prison for PCoSos, but it was rushed through and creates significant logistical issues for the prison, which will take time to bed down. The Board believes a period of stability is required, without further changes to leadership and functions.

HMPPS Strategic Change Management

Recommendation 5 Repeated Prev. unaddressed

While the UN requires improvements to maintenance and repair of accommodation, the view of the Board is that the dilapidated buildings at Rochester continue to deteriorate and are barely meeting acceptable standards of accommodation. It retains the view that Rochester should be completely redeveloped.

HMPPS Estate and Accommodation

Recommendation 6

Many of the themes and concerns in the UN relate to leadership, staff capability and culture. The Board supports the work undertaken so far, and how much has already been achieved, and would like to receive more updates on further plans in this area.

Governor / Director Leadership and Staff Development

Recommendation 7 Repeated Prev. unaddressed

While there has been some improvement in cell-checks when a prisoner is moved to the CSU, during the reporting year this was still a problem. Can there be a proactive drive to ensure belongings are not lost or taken or misappropriated in these situations?

Governor / Director Property Management