Source · IMB Annual Report
Peterborough
Year: 2025
Published: 18 Nov 2025
Type: Prison · Cat Category B, Local, Remand, Resettlement (Men's); Y
Recommendations: 4
Key concerns
Positive findings
HMP/YOI Peterborough saw significant improvements in staff recruitment, regime delivery, and healthcare provision, with self-harm management remaining professional. However, the Board remains concerned about inconsistent and poor quality responses to prisoner complaints, poor professional standards among some managers, and persistent issues with medication distribution and social care referrals. The prison faces substantial challenges in adapting to a predominantly remand population for men and differentiating the women's regime.
Safety statistics
| Indicator | This year | Previous |
|---|---|---|
| Prisoner assaults | 651 | — |
| Assaults on staff | 206 | — |
| Use of force | 1,347 | 1,370 |
Positive findings
The Board reported significant improvements in regime delivery, attributed to successful staff recruitment, a stable directorship, and increased focus on retention. Management of self-harm risk is professional and compassionate, contributing to a generally safe environment for both men and women. Healthcare provision made positive progress, becoming fully staffed by year-end, with a patient engagement lead improving communication and reducing complaints. Key work sessions improved significantly, and purposeful activity, education, and family contact services showed positive developments across both the men's and women's prisons, including new vocational courses and expanded gym access for women.
Key concerns
Overcrowding
Repeated
The prolonged waiting times for remand prisoners to trial or sentencing continue to be a significant concern, with no visible progress despite government commitments.
Regime/Time Out of Cell
The Prison Service must ensure timely and adequate resourcing for the men's prison to deal with its significantly changed role as a predominantly remand facility.
Regime/Time Out of Cell
Repeated
The Board urges the Director to implement specific steps to differentiate the women's prison, drawing lessons from best practice across the women's estate to deliver tangible benefits for women prisoners, noting a lack of significant progress from the previous year.
Healthcare
The Director needs to ensure specific steps are taken for the men's prison to fully benefit from a multidisciplinary approach, making better use of available resources for prisoner care.
Complaints/Property
The quality of responses to prisoners' complaints remains inconsistent, often inadequate, dismissive, or not promptly implemented, reflecting a lack of respect and empathy. Procedural justice in adjudications is also frustrated by poor quality reporting officer's initial reports.
Staffing
Poor professional standards and behaviours persist among middle and senior managers, including the common use of bad language and poor attendance at and preparation for routine meetings, leading to unprofessional interactions.
Regime/Time Out of Cell
Inconsistency in the application of rules, deterioration in staff and prisoner relationships, increased tensions, aggression, and diminished trust in the system are evident, partly due to poor management behaviours.
Healthcare
Continuing problems persist with the management of prescriptions and the distribution of medication, particularly due to the unavailability of operational staff to cover controlled medication appointments at crucial times.
Healthcare
The social care provider remains concerned that not all prisoner needs are promptly referred for assessment.
Equality/Diversity
More work is needed regarding the wellbeing of older prisoners in both prisons.
Regime/Time Out of Cell
While open air access has improved in the men's prison, more work is needed for women prisoners.
Estate/Conditions
Prisoners regularly raise concerns about inadequate climate control, including heating failures in cold months and a shortage of fans in hot months.
Education/Purposeful Activity
Employment skills opportunities for men have not attracted priority attention due to the change in prison population to predominantly remand.
Recommendations
| # | Recommendation | Addressee | Status |
|---|---|---|---|
| 1 |
When will the various measures being recommended and discussed to reduce the number of remand prisoners waiting for trial or for sentencing actually start to have a positive impact?
Repeated
Response
I appreciate the Board’s continued concerns about remand prisoners. Further to last years’ response, upon taking office the Deputy Prime Minister took action and funded a record high of 111,250 sitting days in the Crown Court this financial year. Custody Time Limits mean that there is a statutory obligation to prioritise the hearing of remand cases. However, the listing of cases is a matter for the independent judiciary. The Sentencing Bill, currently going through Parliament, introduces a package of amendments to the Bail Act 1976 to help reduce the prison remand population, while still ensuring public protection. This includes amendments to the “no real prospect” test, so that it applies to (i) where the court considers that there is no real prospect that the defendant will be sentenced to an immediate custodial sentence; and (ii) to defendants who have been convicted but are awaiting sentence. This measure seeks to complement another measure in the Bill – the presumption against short sentences – by limiting the use of custodial remand where a sentence of immediate imprisonment is unlikely. Another change involves amending the list of factors provided in the Bail Act that the court should consider where relevant. It will include explicit reference to whether a defendant is pregnant, a primary caregiver, or has been a victim of domestic abuse. The Bail Information Service also saw growth throughout 2025. They provide factual bail information reports for eligible defendants, to allow the judiciary to make an informed decision as to the best outcome for that individual defendant whether that is remand into custody or bail into the community. Additionally, on 2 December, the Government announced its response to Part one of the Independent Review of the Criminal Courts led by Sir Brian Leveson. Our proposals include a bold modernisation of the criminal courts to put victims first and restore public confidence in the system. More information can be found at www.gov.uk/government/news/deputy-prime-minister-to-announce-swift-and-fair-justice. Part two of the Independent Review of the Criminal Courts will consider how the criminal courts can operate as efficiently as possible, specifically looking at the efficiency and timeliness of processes. We expect to receive Sir Brian's report on court efficiency early next year and will consider his recommendations in full and will respond in due course. We firmly believe that all the steps we are taking will start to have a positive impact soon. |
Other | In progress |
| 2 |
In November 2024, the men’s prison was re-roled to hold more than 80% remand prisoners, taking them from the Luton and Bedford catchment. What steps is the Prison Service taking to ensure that the prison is resourced in a timely fashion to deal with this significantly changed role that HMP Peterborough has been required to take on?
Response
To address the challenges of a predominantly remand population, the prison has redesigned shift patterns and staffing provision. The education offer was also reviewed to focus on short, modular courses and vocational skills to meet the needs of a more transient population. The Offender Management team ensures most male prisoners have a named contact for early engagement and consistent planning, supported by weekly pre-release boards and resettlement support. Separately, the utilisation of a Bail Information Officer to expand bail options has facilitated reduced remand times. |
HMPPS | Implemented |
| 3 |
For the women’s prison, what lessons have been taken from best practice elsewhere in the women’s estate and what specific steps are being taken to make sure that the ambition to differentiate the women’s from the men’s prison result in tangible benefits for women prisoners?
Repeated
Response
Significant investment has been made in the development of a new approach to the management of the women’s prison, and the appointment of a new head of the women’s prison is imminent. |
Governor / Director | |
| 4 |
For the men’s prison, what specific steps are being taken to ensure that the care of prisoners benefits fully from a multidisciplinary approach that makes better use of the resources now available?
Response
To address the challenges of a predominantly remand population, the prison has redesigned shift patterns and staffing provision. The education offer was also reviewed to focus on short, modular courses and vocational skills to meet the needs of a more transient population. The Offender Management team ensures most male prisoners have a named contact for early engagement and consistent planning, supported by weekly pre-release boards and resettlement support. Separately, the utilisation of a Bail Information Officer to expand bail options has facilitated reduced remand times. |
Governor / Director | Implemented |
Applications to the IMB
| Category | Current | Previous |
|---|---|---|
| Accommodation, including laundry, clothing, ablutions | 24 | 30 |
| Canteen, facility list, catalogues | 16 | 23 |
| Discipline, including adjudications, incentives scheme, sanctions | 8 | 5 |
| Equality | 21 | 13 |
| Finance, including pay, private monies, spends | 21 | 40 |
| Food and kitchens | 13 | 25 |
| Health, including physical, mental, social care | 84 | 185 |
| Letters, visits, telephones, public protection, restrictions | 15 | 72 |
| Miscellaneous | 45 | 103 |
| Property during transfer or in another facility | 12 | 43 |
| Property within the establishment | 13 | 84 |
| Purposeful activity, including education, work, training, time out of cell | 62 | 61 |
| Sentence management, including HDC (home detention curfew), ROTL (release on temporary licence), parole, release dates, recategorisation | 29 | 50 |
| Staff/prisoner concerns, including bullying | 38 | 98 |
| Transfers | 9 | 10 |
Related inspections & investigations
8 Jan 2024
HMIP · Unannounced
Safety 3
· Respect 2
· Activity 1
· Release 2
6 Nov 2023
HMIP · Unannounced
Safety 4
· Respect 3
· Activity 1
· Release 3
Report details
- Establishment
- Peterborough
- Type
- Prison · Cat Category B, Local, Remand, Resettlement (Men's); Y
- Report year
- 2025
- Published
- 18 November 2025
- Responsible body
- HMP Peterborough
- Recommendations
- 4
Population
| Operational capacity | 944 |
Service providers
Accommodation support for sentenced prisoners
Seetec
Bail, accommodation and support service
Nacro (in partnership with Sodexo)
General support
Christians Against Poverty
Healthcare reintegration (Reconnect)
NHFT
Integrated substance misuse service
Northamptonshire Healthcare NHS Foundation Trust
Learning and skills provision
Sodexo Justice Services
Legal advice
Reeds Solicitors
Physical, primary and secondary mental healthcare services
Northamptonshire Healthcare NHS Foundation Trust (NHFT)
Probation services
national Probation Service
Skills and employability support
Shaw Trust
Substance misuse care (Cambridgeshire)
Change, Grow, Live (CGL) Cambridgeshire
Veterans support
Project Nova
Volunteer organisation
Alcoholics Anonymous