Alicante’s Fontcalent prison has been facing severe overcrowding alongside a persistent shortage of staff, a situation highlighted by the prison union Acaip-UGT. The facility, operating at 132 percent capacity, is strained as the majority of workers call for an updated union job roster that reflects current needs. In recent times, two of the prison’s busiest modules have been the focus of intense activity, with reports noting that 200 inmates were overseen by only three officials. This mismatch between inmate numbers and staffing levels underscores a broader issue: the building is effectively operating far beyond its intended capacity.
The situation at Fontcalent has drawn attention as a troubling label of ongoing strain. Since its doors opened in 1983, the prison has absorbed new dependencies and services, expanding the scope of its responsibilities. The union points to the addition of administrative services for penalties and alternative measures, and organizations such as the Miguel Hernández Center for Social Reintegration (established in 2006) and the Irene Villa Mothers Unit (introduced in 2020) as part of an evolving framework. Official staffing data, according to Acaip-UGT, does not align with on‑the‑ground realities, highlighting a reported 40 percent personnel shortage that would require staffing levels up to 91 personnel to meet demand. Despite repeated complaints and official reports from the penitentiary administration, little action has been taken. Even the most recent intake cycle of 900 interns saw only two new officers added, according to union assertions. Fontcalent remains the assigned facility for the region, a fact the union regards as a critical fault line in the system.
Today, Fontcalent houses more than a hundred inmates across several modules. In practice, most housing blocks contain two modules each, yet staff are assigned to the unit rather than to the specific module, which means that with only three officers, two modules housing around 200 prisoners operate under a strain well above designed capacity. The occupancy rate, hovering around 132 percent, is a visible indicator of the mismatch between resources and needs. Acaip-UGT argues that this internal classification based on capacity undermines treatment programs by placing prisoners in modules that do not fit their rehabilitation profiles, thereby elevating tension and complicating the management of the overall prison population.
The strain has tangible consequences: a portion of the staff have taken temporary disability leave, and about 13 percent of the workforce is affected by the ongoing pressures. Gaps in healthcare, treatment services, administrative offices, and surveillance areas are reported, alongside a broader lack of management continuity. Critics describe the planning as inconsistent, with frequent turnover among civil servants and a failure to recognize and leverage the talents of the existing team. In response, the union has pressed management to update the job roster and to value the work performed at Fontcalent, insisting that staff be treated with respect and that practical, concrete actions be taken to stabilize the staffing situation and improve daily operations for both workers and the inmate population. The overarching demand remains clear: restore alignment between staffing, facility capacity, and rehabilitation goals to reduce conflict and safeguard both staff and inmates.