Prison
Cat B local, resettlement
Key Concerns Identified
Positive Findings
Exeter
IMB Annual Report 2021 · Published 4 May 2022
HMP Exeter, a Category B local and resettlement prison, averaged 406 prisoners with an operational capacity of 431, and continued to operate under restricted regimes due to the Covid-19 pandemic. The prison experienced high levels of violence (256 prisoner assaults, 128 staff assaults) and a return to very high self-harm rates (monthly average around 70 incidents towards year-end). Key concerns include persistent staff shortages and high turnover, particularly within the SMT, the ineffectiveness of CSIPs, and the inadequacy of resettlement opportunities. Despite these challenges, the Board noted improvements in use of force management, cleanliness, and ACCT procedures.
Positive Findings
The Board is pleased to note improvements in several areas including the management of use of force with the appointment of a full-time coordinator, improved supervision arrangements in the CSU, and enhanced efforts to prevent illicit items entering the prison. ACCT reviews are now multidisciplinary with improved assurance checks, and communal areas show significantly improved cleanliness. Accommodation projects, like D and B wing refurbishments, are underway. Healthcare now includes a custodial discharge coordinator and routine attendance at segregation review boards. The prison is commended for successfully preventing and managing internal Covid-19 infections, and for the generally good quality of food served. Staff in the CSU are acknowledged for their patience and dedication, building relationships and de-escalating volatile situations.
Key Concerns
Staffing
Exert influence to help the retention of prison officers by recognising the work they do and ensuring parity with other public servant roles.
Resettlement/Release
Increase the human and financial resources required to more effectively support the rehabilitative and resettlement role of local prisons.
Resettlement/Release
Intensify efforts to support individuals who are at risk of homelessness on their release from prison and increase the level of expectations on local authorities and the Probation Service to improve accommodation outcomes.
Staffing
As a matter of some urgency support Governors to reduce the backlog in staff training and particularly C&R basic, refresher and advanced training.
Regime/Time Out of Cell
Invest in improving systems, processes and expectations associated with the management of prisoners’ property. Current arrangements often reflect insufficient care and attention to the management of prisoners’ property both internally and on transfer between prisons.
Estate/Conditions
Improve the arrangements for procurement of maintenance work to enable Governors to be more confident in their scheduling of changes having an impact on prisoners and their access to services or amenities.
Other
Invest in an IT infrastructure, hardware and technical support which enables prisons to function more effectively and communicate with stakeholders and others in a more diverse and contemporary way.
Staffing
Improve the arrangements for external seconded and temporary SMT cover so that there is time for the seconded person to share their expertise, make an impact, and be involved in embedding improvements etc., before they are moved on, which often creates additional turbulence within existing staff roles.
Regime/Time Out of Cell
Review the current arrangements for prisoners’ induction (particularly support for young adults) and implement quality assurance systems to make sure that prisoners new to custody are given all the information they need in their early days at Exeter. This should include information on the IMB.
Safety
Undertake to improve the effectiveness, management and oversight of CSIPs.
Regime/Time Out of Cell
Review systems and processes for the receipt, recording and distribution of prisoners’ property to ensure that effective communication with prisoners takes place and that property is treated with respect and distributed in a timely manner.
Complaints/Property
Review how prisoner complaints are recorded for analytical purposes to ensure consistency of data categorisation.
Resettlement/Release
Prioritise the plans for developments around prisoner progression and the resettlement role of the prison so that progress is made and results in improved outcomes for prisoners in terms of better education, training and workshop opportunities and, thereby, prospects on release.
Regime/Time Out of Cell
Undertake to improve communication with and feedback opportunities for prisoners.
Board Commentary
Staffing
The prison faced significant staffing challenges, with approximately one in three officers appointed in the previous year lacking normal training opportunities due to the pandemic. An incentivised Payment Plus scheme offered a short-term solution for shortages but masked retention issues, as other public services offered more attractive pay. This led to instances of staff fatigue. A lack of stability within the senior management team persisted, with frequent temporary appointments at deputy governor level and back-filling of key posts, disrupting progress. A significant backlog in staff training, particularly Control & Restraint, also remains a concern.
Healthcare
Healthcare faced a difficult year due to staffing problems and the ongoing pandemic, exposing vulnerabilities. Appointments were restricted to urgent care and medications, though GP calls continued. While emergency care was managed effectively with reasonable response times, the restricted regime and limited purposeful activity negatively impacted prisoners' wellbeing and mental health, particularly for those with existing conditions, as prison is not deemed an appropriate environment for them.
Regime & Daily Life
HMP Exeter operated under various levels of an exceptional delivery model throughout the reporting period, preventing a return to a pre-pandemic 'normal regime'. The severely restricted daily regime significantly limited opportunities for prisoners to engage in education, work, training, social interaction, exercise, and domestics. This, coupled with overcrowded conditions where most cells are shared, meant that living conditions were not always humane, limiting privacy and personal space.
Recommendations (14)
Ministry of Justice: 3
HMPPS: 5
Governor / Director: 6
Recommendation 1
Exert influence to help the retention of prison officers by recognising the work they do and ensuring parity with other public servant roles (see 3.2.4).
Ministry of Justice
Staffing
Recommendation 2
Increase the human and financial resources required to more effectively support the rehabilitative and resettlement role of local prisons (see 7.2).
Ministry of Justice
Resettlement
Recommendation 3
Intensify efforts to support individuals who are at risk of homelessness on their release from prison and increase the level of expectations on local authorities and the Probation Service to improve accommodation outcomes (see 7.4).
Ministry of Justice
Resettlement
Recommendation 4
As a matter of some urgency support Governors to reduce the backlog in staff training and particularly C&R basic, refresher and advanced training.
HMPPS
Staffing
Recommendation 5
Invest in improving systems, processes and expectations associated with the management of prisoners’ property (see 5.8). Current arrangements often reflect insufficient care and attention to the management of prisoners’ property both internally and on transfer between prisons.
HMPPS
Regime
Recommendation 6
Improve the arrangements for procurement of maintenance work to enable Governors to be more confident in their scheduling of changes having an impact on prisoners and their access to services or amenities (see 3.2.7 and 5.1.1).
HMPPS
Estate
Recommendation 7
Invest in an IT infrastructure, hardware and technical support which enables prisons to function more effectively and communicate with stakeholders and others in a more diverse and contemporary way (see 3.2.8).
HMPPS
Other
Recommendation 8
Improve the arrangements for external seconded and temporary SMT cover so that there is time for the seconded person to share their expertise, make an impact, and be involved in embedding improvements etc., before they are moved on, which often creates additional turbulence within existing staff roles.
HMPPS
Staffing
Recommendation 9
Review the current arrangements for prisoners’ induction (particularly support for young adults) and implement quality assurance systems to make sure that prisoners new to custody are given all the information they need in their early days at Exeter. This should include information on the IMB (see 4.1).
Governor / Director
Regime
Recommendation 10
Undertake to improve the effectiveness, management and oversight of CSIPs.
Governor / Director
Safety
Recommendation 11
Review systems and processes for the receipt, recording and distribution of prisoners’ property to ensure that effective communication with prisoners takes place and that property is treated with respect and distributed in a timely manner (see 5.8).
Governor / Director
Regime
Recommendation 12
Review how prisoner complaints are recorded for analytical purposes to ensure consistency of data categorisation (see 5.7).
Governor / Director
Complaints
Recommendation 13
Prioritise the plans for developments around prisoner progression and the resettlement role of the prison so that progress is made and results in improved outcomes for prisoners in terms of better education, training and workshop opportunities and, thereby, prospects on release (see 7.1 and 7.2).
Governor / Director
Resettlement
Recommendation 14
Undertake to improve communication with and feedback opportunities for prisoners (paragraphs 5.4 and 8.3).
Governor / Director
Regime
Other IMB Reports for Exeter
HMIP Inspections
Recent inspections by HM Inspectorate of Prisons for this establishment.
18 Nov 2025
Unannounced
13 Nov 2023
IRP
18 Nov 2022
Urgent Notification
PPO Fatal Incidents
Prisons and Probation Ombudsman fatal incident investigations for this establishment.
Prevention of Future Deaths Reports
Coroner PFD reports issued to this establishment.