Source · IMB Annual Report
Whitemoor
AI-generated report summary HMP Whitemoor experienced a challenging year with initial low staff morale, though improvements in cleanliness and regime were noted from November 2024. Violence remained a concern with several serious incidents, and staff shortages significantly impacted purposeful activity and time out of cell towards the end of the reporting period. The Board highlighted issues with food, aging infrastructure, and delays in healthcare transfers, while commending improvements in family visits and the thorough review of use of force incidents.
Year: 2025
Published: 8 Oct 2025
Type: Prison · Cat High Security, Category B
Population: 4,581
Recommendations: 6
Key concerns
Positive findings
Safety statistics
| Indicator | This year | Previous |
|---|---|---|
| Deaths in custody | 2 | — |
| Self-harm incidents | 285 | 409 |
| ACCT cases opened | 101 | 136 |
| Prisoner assaults | 25 | 44 |
| Assaults on staff | 83 | 95 |
| Use of force | 264 | — |
| Drug finds | 11 | — |
Positive findings
AI-generated summaryThe atmosphere in the prison became more settled as inexperienced officers found their feet. The Board was pleased to note improvements in cleanliness and regime from November 2024, significant improvement to time out of cell, and improvements in the cleanliness and facilities in the residential Healthcare unit. Progressive moves and downgrades improved significantly, and use of force events were rigorously reviewed. The Board welcomed the removal of restrictions on Muslim prayers to be a single event, and physical visits improved due to security upgrades and online booking facilities.
Key concerns
Five serious incidents of violence against officers, as well as four committed by prisoners against other prisoners, one of which was an apparent homicide. Violence against staff showed a decreasing trend from July to November 2024, but incidents increased in subsequent months.
The Board was concerned about food quality and quantity, portion sizes, hygiene in serveries and the poor state of the main kitchen.
There remain some showers on each wing in very poor condition.
Segregation staff found it difficult to deal humanely with some seriously mentally ill prisoners who attacked officers whenever their cell was opened.
Keywork sessions improved in frequency, but the quality of discussions varied widely.
Important functions such as visits administration and general applications processing suffered from staff absence, highlighting a failure to address the lack of resilience in the staffing of some activities.
The administration of social and legal video visits was chaotic, leading to long waits and frequent short notice cancellations.
21% of health appointments were missed, 12% as prisoners declined to attend and 9% (over 1000 appointments) due to officers not escorting prisoners to the unit.
Staff shortages late in the reporting year reversed the trend of improved opening for Education and workshops.
Vocational work continued to be low quality, with no replacement for previously lost contracts. Unemployment was almost double the target. Anticipated major cuts in the education budget will worsen the situation.
Aging infrastructure to be replaced.
Inadequate property management system that is fit for purpose.
Insufficient training to new officers on how to manage prisoner relationships.
Recommendations
Will the Minister require formal standards for time spent on purposeful activities, along with verifiable criteria to test that such activities are truly purposeful?
Government response
I am sorry that Purposeful Activity (PA) continues to be problematic and note your report mirrors the findings of the recent HMIP inspection in respect of PA provision. HMP Whitemoor will subsequently be looking at what action can be taken to address this. HM Prison and Probation Service (HMPPS) is committed to ensuring that the way PA is measured drives the right focus on both quantity and quality. It is planning a PA audit to provide assurance that prisons are creating and delivering an offer of PA which drives improvements in quantity and quality, meets prisoner needs and encourages engagement.
Recommendation 2
Will the Minister ensure that priority is given to funding to enable aging infrastructure to be replaced?
Government response
I note your comments around the need for funding to address the ageing infrastructure. I am pleased to update that funding requests have been submitted to address a substantial number of infrastructure issues related to aging assets. All requests for funding are prioritised based on risk to life, capacity and decency. There are also several improvement projects currently in progress at HMP Whitemoor, this includes the replacement of all boilers and enhancements to site security. A project to replace the existing CCTV system is also in development.
Recommendation 3
Will the Prison Service establish a property management system that is fit for purpose?
Government response
HMPPS note the Board’s concerns about the handling of prisoners’ property. This is an area to which HMPPS is currently giving further attention. Careful consideration is being given to the findings in the IMB national thematic report on how property loss impacts on prisoners, as well as those received from Independent Prisoner Complaint Investigations following a thematic review of the property complaints they have received in the last five years. Since receiving the reports, Governors and other senior leaders have been reminded of the most important property handling points. This includes the need to ensure compliance with volumetric control limits. Consultation is taking place with prisons on further areas raised in the reports. HMPPS also note 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 that it is not anticipated that an electronic property card will be in place in the immediate future. HMP Whitemoor has undertaken a full review of property management within the establishment. It has adapted several processes to make improvements to access to property from a range of sources and improve turnaround times.
Recommendation 4
Will the Prison Service increase the quality and quantity of training to new officers on how to manage prisoner relationships, given the importance to stability of cooperation between officers and prisoners?
Government response
HMPPS is committed to strengthening the support, training, and value it provides to Prison Officers, recognising that these elements are essential to improving staff retention. At the heart of this commitment is the Enable Programme - a psychologically and operationally informed workforce transformation initiative. Enable is designed to reshape how we train, develop, lead, and support prison staff, with the ultimate goal of creating safer, more supportive working environments where staff feel valued and empowered. By investing in staff development and wellbeing Enable aims to ensure that officers are confident in their skills and equipped to make a meaningful difference in their roles. This approach not only enhances operational effectiveness but also contributes to a more positive and sustainable working culture—one where staff are more likely to stay and thrive. A key part of this transformation is the Foundation Training Reform, a long-term review of the initial training offer for Prison Officers. The future model will focus on experiential learning delivered over a 12-month period, ensuring new officers are better supported from the outset of their careers. This extended and immersive approach is designed to build confidence, competence, and a stronger sense of belonging. To support officers beyond their initial induction, Enable has introduced Core Capability Packages. These are targeted at staff with 6–24 months of service and cover 16 essential capability areas. The packages are designed to reinforce skills, boost confidence, and demonstrate continued investment in staff development. Prisons also have the flexibility to deliver these packages more widely, tailoring support to local needs.
Recommendation 5
Will the Governor ensure that prisoners have timely access to video-based legal and social visits?
Recommendation 6
Will the Governor take action to prevent interruptions to key functions such as visits management due to lack of resilience in staffing?
Applications to the IMB
| Category | Current | Previous |
|---|---|---|
| Accommodation, including laundry, clothing, ablutions | 9 | 6 |
| Canteen, facility list, catalogues | 7 | 4 |
| Discipline, including adjudications, incentives scheme, sanctions | 21 | 18 |
| Equality | 3 | 3 |
| Finance, including pay, private monies, spends | 7 | 7 |
| Food and kitchens | 14 | 8 |
| Health, including physical, mental, social care | 20 | 16 |
| Letters, visits, telephones, public protection, restrictions | 33 | 30 |
| Miscellaneous | 13 | 17 |
| Property during transfer or in another facility | 10 | 12 |
| Property within the establishment | 48 | 19 |
| Purposeful activity, including education, work, training, time out of cell | 13 | 19 |
| Sentence management, including HDC, ROTL, parole, release dates, re-categorisation | 16 | 16 |
| Staff/prisoner concerns, including bullying | 20 | 31 |
| Transfers | 3 | 1 |
Related inspections & investigations
Safety 4
· Respect 3
· Activity 1
· Release 3
Safety 3
· Respect 2
· Activity 1
· Release 2
Jason Thaxter · Self-inflicted
Samuel Henneberry · Natural causes
Jason Birch · Self-inflicted
Other reports for Whitemoor
· Self-harm 409
· Concerns
Population 315
· Self-harm 122
· Concerns
Population 316
· Self-harm 151
· Concerns
Population 388
· Self-harm 188
· Concerns
Population 457
· Self-harm 286
· Concerns