Exeter

Response
I fully recognise how vital it is to ensure that individuals in custody with serious mental health needs are transferred to hospital as swiftly as possible and that delays in transfers can have a significant impact on the wellbeing of some of the most vulnerable people in our care. To strengthen oversight and drive improvements, the Ministry of Justice worked with partners to develop the non-statutory independent role mentioned in last year’s response. A cross-agency group found the Mental Health and Justice Strategic Advisory Group well placed to take on this role. The group unites key health and justice partners to tackle barriers to timely transfers and will be chaired by NHS England’s National Medical Director for Mental Health and Neurodiversity. The Chair will lead a joint work plan to support the 28-day transfer time limit, hold partners accountable, and report quarterly to Ministers, with the first update due in Autumn 2025. The Mental Health Bill has now completed its Committee stage in the House of Commons. In preparation for implementation, we are working closely with the Department of Health and Social Care, NHS England, the Welsh Government, the Home Office, and the Youth Custody Service to develop a comprehensive plan outlining the operational improvements required to support the reforms. These changes are expected to take effect 18–24 months following Royal Assent. The Government has also committed to publishing annual reports on the Bill’s implementation, including updates on transfer timeliness and relevant data as it becomes available. I remain firmly committed to improving the experiences and outcomes of prisoners with serious mental health needs, and I am confident that this collaborative approach will deliver meaningful and lasting change.

Response
I share your concerns about the acute pressures facing local prisons, particularly those arising from overcrowding, high turnover, and a growing remand population. These are complex challenges which we are addressing through a combination of immediate national measures and targeted local responses in order to support local prisons, like HMP Exeter, to operate safely and effectively under sustained pressure. Nationally, emergency measures such as the End of Custody Supervised Licence (ECSL), SDS40, and expanded Home Detention Curfews (HDC) have already helped to ease capacity pressures across the estate. These have been supported by reforms to fixed-term recalls, the removal of over 3,500 Foreign National Offenders and targeted operations designed to improve system flow. His Majesty’s Prison and Probation Services (HMPPS) is also implementing estate-wide changes through the Estate Configuration Review and is actively monitoring remand levels in reception prisons. The Sentencing Bill, due for implementation in Spring 2026, is expected to bring a fundamental shift in the prison population by reducing reliance on short custodial sentences and strengthening community-based alternatives. In addition, the recently completed Leveson Review of the Criminal Courts has examined how to improve the efficiency and timeliness of court processes. Its findings will inform changes to reduce unnecessary remand and improve the flow of cases through the system. Locally, HMP Exeter is responding to the changing population profile through a range of initiatives such as ensuring induction processes are improved to deliver the right interventions at the right time for a predominantly remand population.

Response
I recognise the continued distress and frustration that property loss causes for prisoners and understand how this can have a disproportionate impact on wellbeing, particularly for those already facing the challenges of custody. I take this matter very seriously. HMPPS is giving renewed attention to this issue in response to the concerns raised both within the IMB’s national thematic report, How Property Loss Impacts Prisoners and the findings from the Independent Prisoner Complaint Investigations Service following their own thematic review of property-related complaints. Governors and senior leaders across the estate have been reminded of the key principles of effective property handling, including the importance of compliance with volumetric control limits. This is a critical aspect of ensuring that prisoners’ property can be transferred reliably between establishments, reducing the risk of loss during movement. At a local level, HMP Exeter is taking active steps to improve property processes. The reception Custodial Manager is actively reviewing property-related complaints and working closely with staff and external partners to strengthen procedures. In addition, regular prisoner forums are held and a monthly review of kiosk and complaints data supports the tracking of improvements and the identification of any emerging concerns.

Response
We can confirm that the refurbished Care and Separation Unit on A wing includes a suitable room for adjudication and reviews.

Response
Additional roles for the Band 7 Deputy Head of Safety, and two Band 4 Assessment Care in Custody and Team Floor walkers have been funded as part of the Urgent Notification (UN) process for a defined period of time to facilitate stability whilst other targeted support is developed and implemented. The prison has maintained, through local funding, a Keyworker/Decency Custodial Manager and First Night Induction Custodial Manager post, to continue the work undertaken in response to the UN. The Activities Custodial Manager is continuing the work of the previous regime driver Custodial Manager. While the continuation of these resources cannot be guaranteed indefinitely, the current approach reflects a strong commitment to sustaining improvements in safer custody, key working, and the coordination of activities and education. The targeted support model being developed aims to embed these improvements and ensure they are maintained through ongoing regional oversight and prioritisation.

Response
All Foundation Learners undertake an introductory module on mental health, designed to enhance their ability to identify and support individuals experiencing mental health challenges within custody. This learning explores the concept of mental health, highlighting common symptoms and behaviours that may indicate poor mental wellbeing in a custodial setting. It also examines potential risk factors and underlying causes, alongside the influence of different prison populations on the prevalence and nature of mental health conditions. Learners are encouraged to adopt a proactive approach to mental health by fostering a rehabilitative culture, promoting diversity and inclusion, enhancing prison safety, and effectively applying brief, targeted interventions such as 5-minute interventions. The training also covers appropriate pathways for signposting individuals to relevant services for continued support and treatment. Additionally, the module places emphasis on the importance of staff wellbeing, offering guidance on how officers can maintain and protect their own mental health. Operational work force training also includes the Introduction to Mental Health Awareness Work and Suicide and Self Harm delivered at HMP Exeter during bi-monthly shut down training days by an Oxleas NHS Foundation Trust Psychological Therapist and the prison Neuro Diversity Lead. Care and Separation Unit staff receive supervision from a psychological therapist to improve awareness of mental health. Additional awareness sessions for all staff are provided on an ongoing basis including sessions on supporting survivors of child sexual abuse, completing mental health referrals, cognitive behaviour therapy and trauma informed care.