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UK Local prison operated by HM Prison & Probation Service. Listed in the GOV.UK Find a prison directory.
Background
HM Prison Leicester is a Category B men's Local prison, located on Welford Road in the centre of Leicester, Leicestershire, England. The term 'local' means that the prison holds people on remand to the local courts, as well as sentenced prisoners. Leicester Prison is operated by His Majesty's Prison Service, and is situated immediately north of Nelson Mandela Park (formerly Welford Road Recreation Ground).
According to Colin Crosby, a Blue Badge guide based in Leicester, tourists invariably ask if the prison is 'Leicester Castle', due to the embattled, medieval design of its frontage, and its unique appearance has also made it one of the city's most celebrated landmarks. Known throughout the nineteenth century as the 'County Gaol', today the prison has become synonymous with the thoroughfare on which it stands, and is commonly referred to as 'Welford Road Prison', or simply, 'Welford Road'.
prison continued to deliver reasonably good outcomes in our healthy prison tests for respect and preparation for release, outcomes in safety and purposeful activity had deteriorated. High turnover and the transience of the population shaped much of what we found. Recorded violence remained too high, as did the use of force, and the positive mandatory drug testing rate was 29% and there were persistent delays in providing substance misuse support. Drug strategy meetings lacked effective We last inspected Leicester in 2018, when we observed reasonable outcomes outcomes in safety were much better, and that outcomes remained reasonably outcomes were not good enough.
— UK IMB Annual Report (2024) —
Safety: 4.1 Reception and induction 4.1.1 Reception The reception area is extremely small and confined for the high number of prisoners being processed each day. There are only four holding cells and no dedicated meeting room for prisoners’ interviews. Generally, the area is well kept and tidy, but maintenance is required to the ceiling where tiles are missing and cables hanging down. The body scanner [...]
Respect: 5.1 Accommodation, clothing, food 5.1.1 Accommodation and clothing The standard of cleanliness on the wings is variable and the age of the prison and its facilities makes it difficult to achieve a consistently high standard. Most of the cells require refurbishment and redecoration. The windows are deteriorating, along with their window grills, and replacing them with Perspex sheets with holes in [...]
Purposeful activity: 7.1.1 Education Education provision has remained good, effectively delivered by People Plus, despite the challenges of delivering training and achieving results with a high remand population and many prisoners on 14-day recall. Educational attendance has varied, averaging 68% of those allocated and exceeding the 64% target. Factors contributing to improved attendance included use of 'five-minute [...]
Preparation for release: The offender management unit (OMU) is staffed by 6.5 equivalent prison offender managers (POMs); a combination of probation and prison staff, managed by a senior probation officer. There are 8.5 administrative caseworkers managed by the head of offender management services. The POMs continue to provide an OMU internal duty line service to answer prisoners’ queries, as well as conducting [...]
Visiting
activity, and in keeping with many other prisons we have visited, did we find that we found that prisoners had good access to social visits, the library and the
Mailing
activity, and in keeping with many other prisons we have visited, did we find that
Practical info
tests for respect and preparation for release, outcomes in safety and purposeful good in respect, and rehabilitation and release planning. Only in purposeful investment in the prison but living and working conditions were still not good Similarly, the prison regime needed to be further opened up, with more activity places and more opportunities for unlock. Very few prisoners could access full- time activity, although the operation of a ‘split regime’ helped to mitigate the although when we checked during the working day we found about a third we found that prisoners had good access to social visits, the library and the gym. Work to support offender management, public protection and ultimately release planning was generally both useful and effective.
Known issues
found. Recorded violence remained too high, as did the use of force, and the prison had the highest assault rate among comparable reception prisons. The positive mandatory drug testing rate was 29% and there were persistent delays in providing substance misuse support. Drug strategy meetings lacked effective and inducted reasonably well, the rate of violence had reduced considerably management of the segregation unit and use of force had fallen by over 40%.
Contact & address
HMP Leicester 116 Welford Road Leicester LE2 7AJ See map Help us to improve this page. Give us your feedback in this 2-minute survey ., Leicester LE2 7AJ
Higher risk than 0% of peer facilities in United Kingdom.
Capacity (beds)this: 320 · peers avg: 576 (44%)
Reports
HMIP18 Aug 2025
HMP Leicester, a small reception prison built in the 19th century and located in
the heart of the city, held just 328 adult men at the time of inspection. While the
prison continued to deliver reasonably good outcomes in our healthy prison
tests for respect and preparation for release, outcomes in safety and purposeful
activity had deteriorated.
High turnover and the transience of the population shaped much of what we
found. Recorded violence remained too high, as did the use of force, and the
prison had the highest assault rate among comparable reception prisons. The
positive mandatory drug testing rate was 29% and there were persistent delays
in providing substance misuse support. Drug strategy meetings lacked effective
7.1.1 Education People Plus delivers educational services to prisoners, focusing on the advancement of maths, English, and English for speakers of other languages (ESOL) skills. The information, advice and guidance (IAG) provider assists individuals in developing and completing personalised learning plans. The education department appeared to face significant challenges in the reporting year. The November HM Inspectorate of Prisons (HMIP) inspection report highlighted the concerns about education quality and prisoner attendance identified by Ofsted. The prison has implemented action plans to address these, which the IMB will monitor throughout the next reporting year. The new education contract, introduced in October, brought a 50% budget cut, reportedly due to low attendance rates and shifting funds to the new education IT system. Art, creative programmes and accredited courses, including ESOL, food hygiene, and cleaning are no longer available, leaving prisoners with less meaningful time outside of their cells. As a result, this limits positive outcomes for prisoners. Under the previous contract, between January and September 2025, a total of 4,282 hours of education provision were allocated, with 4,355 hours delivered. Course attendance was 65.98%, against the target of 68.46%. Out of the 366 personal learning plans completed by IAG, just 24% underwent a review process. The new education IT system, also introduced in October, experienced significant technical problems [...]
4.1 Reception and induction 4.1.1 Reception The reception area is a small, confined corridor space; four cells adjoin it, where, on arrival, prisoners are held together. Within the reception building there is a property store, staff room and offices for mandatory drug testing (MDT) and healthcare. A body scanner is centrally located on the corridor. Healthcare, including medical prescribers, are on duty in reception and see new arrivals and those being released. In recent years, the initial induction process - including meals, canteen distribution, and first-stage interviews - has shifted to the reception area, which lacks adequate space and affects safety management, in the Board’s view. The reception team commented: ‘We are overrun by induction.’ A total of 2,561 prisoners were processed by the reception team in the reporting period, a 27% increase on 2024 (2,015) - and a significant increase of 34.3% compared with 2023 (1,907). ‘Out of area’ receptions are estimated at 23% of total receptions, a 68% increase on 2024. These prisoners frequently arrive late in the day, with officers remaining on duty beyond their shift. Movements out, in 2025, show a 22% increase over 2024 (2,385 compared with 1,957) and a 32% increase on 2023 (1,809). Of particular concern to the Board is that fixed reception staffing levels have remained the same over these periods. Therefore, the reception process is taking considerably longer, increasing pressure on both the induction process and [...]
5.1 Accommodation, clothing, food 5.1.1 Accommodation and clothing The prison has had an average occupancy during the year of about 325 prisoners and has reached 2025 operational capacity of 332 several times in response to national population pressures. A consequence of this has resulted in pressure to utilise all cells, which has restricted a planned programme of refurbishment. However, some cells have been repainted as the opportunity has arisen. Not all cell furniture is in good condition but, where necessary, repair or replacement is arranged. Decency checks have been made monthly, and arrangements made for the replacement of missing or damaged items. The Board has observed a varying standard but overall improvement in cleanliness and improved monitoring of common areas in the prison. A programme of pest control has assisted in limiting the presence of cockroaches, but they are still occasionally seen. Approximately 75% of prisoners share cells that were designed for one person. Since July, an increasing number of privacy curtains have needed to be replaced and, as at the end of the reporting year, 50 cells had no such curtains, which does not provide an acceptable level of decency. Cell windows require replacement to make cells more decent and to minimise the possibility of ingress of prohibited items by drones; this has been requested and is awaiting final detailed approval as part of a plan to fully refurbish all the cells on the main wing. In the meantime, [...]
There have been significant staff shortages in the offender management unit (OMU) throughout the year. Only 65% of case administrator posts and 74% of prison offender managers posts were filled, and the senior probation officer has been vacant since October. Despite these pressures, OMU staff have successfully managed the significant casework demands. The casework pressure on HMP Leicester is illustrated by the high churn of prisoners. With an average population of about 325 men, there were 2561 receptions in the year to January 2026, and 2381 transfers out. About 37% of new receptions were men recalled to prison, of which 17% were 14-day recalls and 10% were 28-day recalls. Many of these men had typically returned four or five times during the year, with one prisoner returning nine times. Just seven prisoners were released on home detention curfew (HDC). At the end of the year, the highest proportion of prisoners were on remand or awaiting sentence (65%), and 16% were recalls. Only 18% were sentenced, and if their sentence exceeded 28 days, they would ordinarily be required to transfer to other prisons, typically within eight or nine days. Consequently, there was little need to complete full offender assessment system (OASys) assessments for prisoners (only four were completed during the year). Three men were held on indeterminate IPP (imprisonment for public protection) sentences at the end of January 2026, some of whom had been recalled to prison, along with two men [...]
7.1.1 Education Education provision has remained good, effectively delivered by People Plus, despite the challenges of delivering training and achieving results with a high remand population and many prisoners on 14-day recall. Educational attendance has varied, averaging 68% of those allocated and exceeding the 64% target. Factors contributing to improved attendance included use of 'five-minute interventions' promoting the benefits of education, together with provision of hot drinks and flapjacks, and increased payments for attending sessions and achievement of level 1 and 2 awards. The rates for those who started functional or vocational skills courses, achieving qualifications were good: • English 78% and maths 91% (HMP Leicester was identified as the best People Plus prison for progress in maths) • Accredited courses 82% and unaccredited courses 89% The Information Advice and Guidance (IAG) provider facilitated the completion of personal learning plans. Although less than 30% of men remained a sufficient time at Leicester to have a review, almost all of those that were reviewed had made positive progress. There are now 40 laptops available for approved personal study; however, they have mainly been used for distraction or enrichment activities, rather than private study. 7.1.2 Library The library has provided a valued and well used facility on four days per week for most of the year. A wide range of literary events were promoted, including: • Leicester libraries’ adult [...]
5.1 Accommodation, clothing, food 5.1.1 Accommodation and clothing The standard of cleanliness on the wings is variable and the age of the prison and its facilities makes it difficult to achieve a consistently high standard. Most of the cells require refurbishment and redecoration. The windows are deteriorating, along with their window grills, and replacing them with Perspex sheets with holes in is not a decent solution and results in drafts of cold air in winter, making some cold cells even colder. A programme of window replacement is urgently needed to improve dignity and to reduce the ability of drones to deliver unauthorised items. The subterranean Parsons unit, along with the adjacent care and separation unit, continues to suffer from damp and the presence of cockroaches. When population pressures eased in the autumn, the Governor arranged for some cells to be redecorated, but with the population increasing again a continuing programme of redecoration and refurbishment has not proved possible. Despite new boilers and an overhaul of the heating system in 2021, some cells remain cold as the mechanism for distributing heat is ineffective in some areas, especially when the outside temperature is low. A system of decency checks has been introduced to ensure that each cell has the required fittings and equipment. However, there is a constant need to ensure that items are not hoarded and that each man has sufficient clothing and bedding. There is a particular problem with [...]
4.1 Reception and induction 4.1.1 Reception The reception area is extremely small and confined for the high number of prisoners being processed each day. There are only four holding cells and no dedicated meeting room for prisoners’ interviews. Generally, the area is well kept and tidy, but maintenance is required to the ceiling where tiles are missing and cables hanging down. The body scanner occupies a central and public place in the reception area, leading to prisoners becoming involved in the results of the scanning process; however, staff deal with this appropriately. A particular issue surrounds those deemed as unable to stand safely, who cannot be scanned by the current equipment. Staff have raised concerns that this could be an issue for the transit of illegal items into the prison. Late receptions frequently exceed 45 individuals per week, with the majority, 80% arriving at a peak time during the late afternoon/early evening. This can be exacerbated by unexpected relocations from other prisons and/or established prisoners being returned from daily court appearances. It is not uncommon for receptions and transfers to the induction wing not being completed until late into the evening. Initial induction interviews are conducted in the staff room. It is common for refreshments and meals to be made by staff who are not conducting the interview, while the interview is in progress. It is of concern that this may lead to interviews being rushed with the potential for [...]
The offender management unit (OMU) is staffed by 6.5 equivalent prison offender managers (POMs); a combination of probation and prison staff, managed by a senior probation officer. There are 8.5 administrative caseworkers managed by the head of offender management services. The POMs continue to provide an OMU internal duty line service to answer prisoners’ queries, as well as conducting face-to-face work. As of 1 February 2025, 65% of prisoners at HMP Leicester were on remand awaiting trial or were convicted awaiting sentence. 25% of prisoners were recently sentenced and a further 10% were being held on recall for breach of a prison release licence. All sentenced 30 men serving more than 28 days are now expected to transfer to training prisons. Until September 2024, the prison was very busy and generally full most of the time with pressure on places and the need to move men swiftly to training prisons. Following national changes to release arrangements in September and October there was some spare capacity during the winter months, but by the end of the reporting year the pressure on prison places meant the prison was once again fairly full. As sentenced men are transferred out promptly this has meant that the number of men passing through the prison is high, which places considerable pressure on the OMU. Changes to recall arrangements have meant that most men who are recalled on their licence are only recalled for 14 days before being re-released, and many of these men will [...]
Dating from the 19th century, and located in the city centre, HMP Leicester is a
small reception prison, the main purpose of which is to serve the courts of
Leicester and elsewhere in the East Midlands. Holding up to 348 adult men,
almost all on a single wing, the prison experiences many of the operational
pressures inherent in its function. For example, it receives almost 1,500 new
prisoners directly from the community each year, some 40% of whom are held
on remand or awaiting sentence, and the daily movement of prisoners in and
out of the establishment is considerable. The prison also holds a significant
number of prisoners who are foreign nationals.
We last inspected Leicester in 2018, when we observed reasonable outcomes
against three of our four healthy prison tests, although we reported at the time
that the prison needed to be safer. At this inspection it was pleasing to find that
outcomes in safety were much better, and that outcomes remained reasonably
good in respect, and rehabilitation and release planning. Only in purposeful
activity, and in keeping with many other prisons we have visited, did we find that
outcomes were not good enough.
Challenges for the prison included its size, the lack of facilities for prisoners and
staff, and an antiquated infrastructure. Space was at a premium – hardly
enough for staff to engage with prisoners, especially confidentially, and most
prisoners lived in overcrowded conditions. There had been significant
investment in the prison but living and working conditions were still not good
enough. Locally, leaders could have done more in the meantime to demand and
ensure better standards with respect to cleanliness and access to amenities,
equipment and kit. Despite this, many prisoners seemed fairly content; they
liked being at the prison because it was close to their homes and the strength of
staff-prisoner relationships mitigated many of the problems. This strength
needed to be exploited to help address the shortcomings in other key priorities,
such as the better promotion of equality, more reliable arrangements for redress
and more useful arrangements for consultation.
The improvement in the safety of prisoners was noticeable. They were received
and inducted reasonably well, the rate of violence had reduced considerably
and vulnerable prisoners received good care. There was much better
management of the segregation unit and use of force had fallen by over 40%.
Three prisoners had taken their own lives in 2019, but self-harm had fallen by a
third and those in crisis or at risk were generally well cared for. However,
leaders had yet to tackle the supply and demand of drugs: strategies needed to
be re-energised, better coordinated and applied more consistently.
Similarly, the prison regime needed to be further opened up, with more activity
places and more opportunities for unlock. Very few prisoners could access full-
time activity, although the operation of a ‘split regime’ helped to mitigate the
worst effects. On average, prisoners could get about five hours a day out of cell,
although when we checked during the working day we found about a third
locked up and only just under a quarter doing something purposeful. In contrast
we found that prisoners had good access to social visits, the library and the
gym. Work to support offender management, public protection and ultimately
release planning was generally both useful and effective. It was noteworthy that
attempts were also being made to support the large, remanded population, a
group that is often overlooked.
Overall, this is an encouraging inspection that describes a prison doing its best
in difficult circumstances. The senior team was small, and each had a
significant remit, but they communicated well with staff and were often seen
around the prison. We were impressed by their resilience and commitment as
