Independent Prison Monitoring Board Annual Report 2025

Jersey Independent Prison Monitoring Board (IPMB) Annual Report 2025

Contents

1. Executive Summary ............................................................................................... 2
2. Prisoner Applications to the IPMB ........................................................................... 4
3. Monitoring Visits by the IPMB.................................................................................. 5
4. Safety and Security ................................................................................................ 7
5. Healthcare............................................................................................................ 8
6. Education, Employment and Other Purposeful Activities .......................................... 9
7. Care and Support Unit (CSU) and Complex Cases.................................................. 12
8. Neurodiversity..................................................................................................... 13
9. Preparation for Release ....................................................................................... 14
10. Staffing, Budgetary Resources and Regime............................................................ 16
11. Additional Activities ............................................................................................. 17
12. Acknowledgements ............................................................................................. 17

1. Executive Summary

1. This is the 9th Annual Report to the States of Jersey of the Independent Prison Monitoring Board (the IPMB or the  Board) since its establishment in 2017. Our enabling Regulations and previous Annual Reports provide context to the IPMB's function at HM Prison La Moye ("La Moye"), and they are available on the States Assembly website at www.statesassembly.je.
2. Our core work is comprised of visits to La Moye to deal with prisoner applications, undertaking monitoring activities and attending monthly board meetings. In 2025, across these core activities, our members attended the prison on over 65 occasions.
3. The IPMB's membership changed again during 2025. We welcomed 5 new members in February 2025, and 4 members resigned during the year, with 1 of those completing over two 4-year terms. At the end

of 2025 we consisted of 9 members with a range of skills and experience that is complementary and varied. Retaining members for the full appointment period of 4 years proves challenging as the role is demanding at times and can conflict with members' own work and commitments. For coverage and succession planning purposes we held a further recruitment round towards the end of 2025 and as a result, we recruited 4 new members.

4. In 2025, we worked with acting Governor Artur Soliwoda, who assumed the role on an interim basis in August 2024 until the appointment of a new Governor in September 2025. Our government points of contact remained unchanged and were the Minister of Justice and Home Affairs (JHA) Mary Le Hegarat and JHA Chief Officer Kate Briden.
5. 2025 marked some significant developments for La Moye:

• In September 2025 Paul Yates OBE was appointed as Governor, following which Artur Soliwoda resumed his role as Deputy .
• Following the prison inspection in 2024, His Majesty's Inspectorate of Prisons (HMIP) published

its report  (the HMIP Report) in February 2025, followed by the prison's  action plan (the HMIP Action Plan); and

• The prison faced population and budgetary pressures which naturally have broad implications

for prisoners, staff, and the regime.

6. During 2025, our members were at the prison on over 65 occasions including 29 Monitoring Visits, 27 Application Visits and 11 board meetings in the year. As part of continuous improvement and evolution of our monitoring practices, in 2026 we have decided to work in three clusters: 1) health & wellbeing 2) reducing reoffending/preparation for release and 3) operational. This will allow us to further focus our monitoring activities. Our practice relating to dealing with prisoner applications remains unchanged on a bi-weekly rota basis.
7. La Moye prison is well managed. During our visits, we observed positive and respectful relationships between prison staff and prisoners and some good initiatives involving prisoners in purposeful activities relating to the operation of the prison. We did note that resourcing constraints meant that at times some important activities, including educational activities, were not available for considerable periods of time. We wonder whether it is realistic to expect the prison alone to have the required resources and competencies to operate an education function to serve the broad needs of the prison population. We have raised this observation with the JHA Minister and Chief Officer.
8. In 2025, the challenge for the prison to effectively manage complex prisoners in custody continued. We have escalated our observations and concerns in this regard to the JHA Minister and the JHA Chief Officer.
9. The residential wings at La Moye are clean, functional and well-maintained. In 2025 no progress was made to improve the Care and Support Unit (CSU) accommodation, which as noted in our 2024 Annual Report, requires an upgrade to improve the conditions for those prisoners held in segregation from time

to time. The building in which the CSU is located, and the CSU cells themselves, are below the standard of the residential wings. In 2025, the number of days that this building was occupied, and the number of prisoners accommodated in it, were lower than 2024, most likely due to the use of E Wing to accommodate a small number of male prisoners who, for various reasons, cannot or will not reside on

a residential wing.

10. The security situation at La Moye is strong with few serious or dangerous incidents. Although it is a small prison, it does pose some security complexities, having to accommodate all categories of prisoners. The challenge for prison management is to ensure that security measures are proportionate to manage the risks of different prisoner categories. Certain security measures, including the non-mixing of wings, can impact resources and the accessibility of purposeful activities for prisoners. The IPMB has noted the new Governor's early focus on security modifications using experience from the UK prison service.
11. In 2025, the average daily time spent out of cell ranged from 6 hours 25 minutes (lowest - Jan) to 8 hours 9 minutes (highest - September). This includes time spent on purposeful activities. The statistics are broadly similar, with a slight improvement to 2024. The average daily time spent on purposeful activity in 2025 ranged from 2 hours 22 minutes to 4 hours 40 minutes per day. We are concerned that budgetary constraints could impact the availability of purposeful activity to prisoners (which includes education), which has a direct impact on wellbeing and the likely success of rehabilitation.
12. Prison management recognise the need to improve purposeful activity. We note efforts to address resource shortages by introducing peer learning and education orderlies within the prisoner population which resulted in the average time spent on purposeful activity in 2025 staying broadly in line with 2024. We hope that the concerns and recommendations made in the HMIP Report in this respect will be the catalyst for meaningful progress.
13. Last year, we made observations in relation to how equipped La Moye was to accommodate neurodivergent prisoners. We continued our focus on this area. Reporting in the UK suggests that the incidence of neurodivergent people in custody significantly exceeds that in the general community. No data is available for La Moye. Please see section 8 (Neurodiversity) for further details.
14. Following a pause in 2024, we were pleased to see UK transfers re-commencing in 2025 to allow UK prisoners the opportunity to be closer to family and friends. That said, at the end of December, 24 prisoners were awaiting transfer to the UK prison service, which was higher than at the end of December 2024 (19 awaiting transfer). The increased prison population is likely to be a factor. We will continue to monitor this situation in 2026, noting that the volume of transfers is not within the control of prison management. We were pleased to note that following further efforts by prison management in 2025, two prisoners per month can be transferred from 2026.
15. In 2025, UK prisons received much media attention around overcrowding and prisoners being released in error. La Moye has not been immune to population pressures during 2025 (as evidenced by the increasing numbers in custody). This has a range of impacts, including on budgets, access to employment and purposeful activity, security and wing accommodation. The IPMB understands that population pressure is not likely to be reduced in the short term. This is and will remain a challenge for prison management in 2026. No prisoner has ever been released from La Moye in error.
16. In 2025, we were concerned that individuals under the age of 18 were placed in custody at La Moye and we had collaborative discussions with the Children's Commissioner to voice our respective concerns. Notwithstanding that prison is no place for those under the age of 18, our monitoring activities provided assurance as to their care and treatment at La Moye by prison staff, supported by outside agencies.
17. As a recent new development, we have experienced challenges at times getting access to the prison to carry out our monitoring activities. We are advised by prison management that this is due to resource availability within the target operating model. We have escalated this development to the JHA Chief Officer. The IPMB's responsibilities under statutory regulations must not be impeded by budgets or operating models. Prisons are closed institutions, and independent monitoring is critical to ensure

humane and just treatment of individuals who have lost their liberty. We are working collaboratively with prison management to find solutions to allow members to access the prison as required.

18. As reported in our 2024 Annual Report, we expected to work with the Care Commission, The Children's Commissioner and the Police Authority's Independent Custody Visitors to implement Jersey's National Preventative Mechanism to help strengthen the safeguards in place to protect the human r ights of people deprived of their liberty and ensure compliance with the UN's Optional Protocol to the Convention Against Torture and Other Cruel, Inhumane or Degrading Treatment or Punishment (the UN OPCAT). The timeline for implementation was, however, delayed. We understand that there are technical challenges to be worked through before OPCAT compliance can be achieved. We look forward

to participating in this positive development for Jersey once it is realised.

2. Prisoner Applications to the IPMB

1. Responding to individual applications from prisoners is a core function of the IPMB. Information on our role and means of access is advertised on wing noticeboards; on the prison system for prisoners to access on screen in their cells; and at Reception for new prisoners with all relevant information and in several languages.
2. The collection and scanning of applications to the IPMB is undertaken on a regular basis by our administrator. Prison staff do not have access to prisoner applications made to the IPMB. Applications are assessed by the IPMB and in most cases a visit will be made to see the applicant, normally by two of our members and without prison staff being present.
3. At the meeting we will ascertain the background to the application, what the applicant's expectations are, and what our proposed course of action is likely to be. There are areas where the IPMB cannot get involved, such as matters that are part of the judicial process, but we deal with most other matters that are raised. The IPMB is limited in assisting with applications relating to medical issues given the inherent patient confidentiality, but we assist where we can within our remit. Quite often, the outcome will focus on ensuring that there has been clear communication between the applicant and prison staff.
4. We received a total of 55 applications in 2025, compared with 67 in 2024 and 52 in 2023. Most applications were from male prisoners, which is usual as the female population is small compared to the male population. Some prisoners submitted applications on multiple occasions.
5. 30 prisoners submitted 55 applications to IPMB in 2025, shown by month and nature in the table on the next page. We conducted 27 application visits to deal with these applications.
6. One prisoner submitted 50 separate submissions. Due to this high volume, our practice has continued to be to group these together, which resulted in 8 grouped applications, meaning that of the 55 applications received, 8 were from this one prisoner, and they covered 50 separate submissions. We usually meet a prisoner every time an application is made; however, in this instance it was not practical due to the number of applications and the recurring nature of the issues raised. To ensure that we monitored these applications effectively, they were read as received and raised with prison management and/or at our board meetings. IPMB members checked in with the individual from time to time to discuss any issues. This is an exceptional case, and we decided that continuing this approach remained the most effective way to address these applications in 2025.
7. Another prisoner submitted 8 applications during the year, and our members spent considerable time discussing the issues raised with the individual and with prison management.

8. In 2025, applications in respect of relationships with staff and prisoners were again the highest category. These applications were  generally  case specific rather than  indicating  a consistent pattern. Several applications in this category were from a very small number of complex  prisoners who had difficult relationships with prison staff. The IPMB was actively involved in such cases  to seek assurance in relation to the matters raised.
9. Consistent with the prior 2 years, healthcare matters continued to be a theme of applications received. Issues raised included access to medical professionals in a timely manner. For further information, see section 5 (Healthcare).
10. As in 2024, applications were made regarding transfers – this is a known point of contention following the UK restricting the number of prisoners that it will accept.
11. In other applications, concerns were raised by prisoners regarding visits and tighter restrictions placed on family visits. The changes were implemented to focus on children with a direct relationship with prisoners.
12. In May 2025, we arranged a leaflet drop to all prisoners in English, Portuguese and Polish to raise awareness of the role of the IPMB and how they can submit applications.

3. Monitoring Visits by the IPMB

1. The IPMB undertakes regular monitoring visits as a core activity, which are usually attended by at least 2 members. The purpose is to form a view on the treatment and welfare of prisoners and to assess the conditions of the buildings, facilities, and grounds. We consider La Moye to be in a satisfactory state of repair,  cleanliness  and  general  tidiness,  contributing  to  making  the  prison  a  safe  and  secure environment for the prisoners as well as for staff.
2. Our monitoring visits are planned at the beginning of the year and are controlled via a rota. This allows us to select different times and locations for our visits to ensure we cover all areas and interact with different prisoners and staff in those areas. Each monitoring visit usually includes  several different locations and members of the IPMB.
3. Following each visit, a report  is written that  details our  observations and highlights any issues which need to be escalated to the Board or discussed with the Governor or Deputy .  All reports and associated documentation are saved on a secure government system that only  the IPMB members and our administrative staff have access to.

4. During 2025 members undertook 29 monitoring visits, often to more than one area, covering the following:

* Additional visits were made to the CSU/E Wing during 2025 to deal with prisoner applications.

5. The decent condition of the accommodation helps to create a stable and respectful living environment for prisoners, enabling them to regard their cells as a personal living space rather than solely a place of confinement. This supports dignity, wellbeing, and promotes compliance with prison routines.
6. In addition to conducting regular monitoring visits, the  IPMB members also attend meetings of the Collective Prison Council (CPC). The CPC is a forum through which  wing representatives and prison management meet to discuss matters affecting daily life within the establishment. The IPMB attendance at these meetings  as an  observer supports independent oversight by enabling  us to understand emerging issues, observe the effectiveness of communication  and relations between prisoners and prison management, and report relevant themes and observations to the Board, while maintaining the Board's independence and non-participatory role.  
7. During the year, an IPMB member undertook an exercise to shadow a prison officer during a routine shift

on a residential wing. The purpose of the exercise was to gain a better insight into the role  of a prison officer and the operation of the wing.

4. Safety and Security

1. The prison is designed to accommodate up to 200 prisoners. It continues to see a year-on-year rise in population which peaked in October 2025 at 182 (2024 peak: 170). The lowest numbers were in April 2025 when the population was 167 (compared to 2024: 146).
2. The average number of women in the prison rose slightly from 11 in 2024 to 12 in 2025.
3. In March 2025, a segregated section of the prison was officially designated as a Young Offenders Institution under the Criminal Justice (Young Offenders) (Jersey) Law 2014. This allowed the facility to accommodate individuals under the age of 18 following the placement panel decision to allow this.
4. Despite its small size, the prison faces some complexity in its management. This is due to the varied mix of prisoners, including adults and young offenders, men and women, those convicted and those on remand, as well as prisoners within different security categories. Being located on a small island also means that prisoners may be familiar with one another from the local community, which can sometimes lead to interpersonal conflicts that require careful handling.
5. On average 3 to 4 individuals per month were monitored under Risk and Concern Assessments (RCAs,

for prisoners at risk of suicide and self-harm) in 2025, a trend similar to 2024. There were 33 incidents

of self-harm involving 12 prisoners, representing a decrease from 44 incidents in 2024. Most of the incidents were minor with only one requiring hospital intervention. One prisoner accounted for 20 of the incidents.

6. The number of assaults/fights within the prison fell markedly in 2025, with only 4 incidents reported, compared to 24 in 2024 and 19 in 2023. Of these, two incidents involved prisoner-on-staff violence, while the other 2 were between prisoners. In one prisoner-on-prisoner incident, a prisoner sustained injuries that required hospitalisation. Additionally, there were two deaths in custody in 2025 which we understand were both from natural causes. There were no attempted escapes.
7. During the year there was a very small number of prisoners segregated on the progression wing known as E wing on a long-term basis. Whilst the IPMB understands the rationale (which included prisoner preference), isolation within a closed institution is not good for wellbeing and operationally it has a resourcing impact to staff a wing for a small number of prisoners.
8. In February, 32 officers participated in Control and Restraint' training. Furthermore, in July, the prison introduced body worn cameras for front-line staff. These devices enable the capture of first-person audio and visual recordings, which serve as clear and indisputable evidence of events as they occur. The IPMB view this as a positive development for both prisoners and prison staff.
9. There were 22 instances of use of force' (UoF) throughout the year. Regular UoF review meetings are held, attended by the Governor and/or Deputy Governor, senior prison officers, a UoF co-ordinator and Control & Restraint co-ordinators. These meetings review body worn footage, CCTV footage and written statements from prison officers involved with learnings or commendations being passed on to staff where relevant. This process ensures best practices are maintained and incidents handled fairly and humanely. Board members observed 2 of these meetings in 2025 and were satisfied with the rigour of the review process.
10. The volume of illicit items (including drugs and mobile phones) entering the prison remains low. The prison uses intelligence-led activities to detect illicit items, and mandatory drug tests continue to take place.
11. IPMB members participated in the opportunity to receive personal protection training. The training enhanced members' personal safety and awareness and demonstrated a positive and cooperative approach by prison management to support the effective and safe operation of independent oversight.

12. Our monitoring of the prison continues to find that the Governor and prison staff work hard to offer and mostly succeed in providing a safe environment for prisoners at La Moye. We have noted the new Governor's early focus on enhancing security measures, including the possible use of PAVA spray. We will follow this closely and reserve our views on the introduction of PAVA until we are more informed.

5. Healthcare

1. As noted in our 2024 Annual Report, responsibility for the provision of healthcare within the prison was substantially moved from the prison service/JHA to Health and Care Jersey (HCJ). It was decided that HCJ staff would manage and coordinate the service under their governance, while La Moye would retain oversight and funding. The IPMB understands the benefits of this change, both for prisoners and the prison.
2. The healthcare team at the prison is responsible for overseeing the department's operations and delivering healthcare to the prison population. During 2025, the healthcare team comprised a healthcare manager plus 4 healthcare professionals; 2 of whom were full time and 2 of whom were bank/agency staff. The use of bank/agency staff reflects the staffing challenges and the difficulty of recruiting full time staff in HCJ.
3. In addition to other monitoring touchpoints with healthcare throughout the year, we conducted 2 focused healthcare monitoring visits in 2025, in August and in November and have provided some insights from these visits in this section.
4. A risk assessment is completed on all prisoners on arrival at the prison to determine whether they can be given daily, weekly or monthly possession of their medication (if any). Permitting prisoners, based on

risk assessment, to have possession of their medication helps reduce the work pressure on nurses dispensing the medicine.

5. There are clinic rooms on most wings. Prisoners have access to a GP who attends the prison for a 3-hour surgery 3 times a week. Unlike in the community, there is no charge to prisoners for seeing a GP and the demand for this service often exceeds the available places. This was exacerbated by the population pressure in 2025 and presents challenges for the healthcare team who must ensure that all prisoners who have a genuine need to see a GP get the opportunity. Prison management has stated that the current demand is within capacity. Healthcare staff can do an assessment of a prisoner where appropriate to avoid the need for a GP appointment.
6. Medication is dispensed twice a day, in the morning and evening. At the time of our November visit the healthcare team were dispensing medication to 65 prisoners (circa 30% of the population). It is dispensed on the wings unless it is a controlled medication, which is held securely in the healthcare department and signed out and administered in the presence of 2 nurses. A small number of prisoners are on controlled medication. In these situations, the prisoners are taken by the prison officers to the healthcare department.
7. Access to a dentist improved during 2025 from a 16-week waiting list at the beginning of the year to around 7 weeks for routine treatment. The target waiting list is 6 weeks.
8. The Drug and Alcohol Service attend the prison 4 days a week to assist with the stabilisation and monitoring of individuals who are following detox programmes.
9. Healthcare staff informed us that, when released, prisoners on medication should receive medication and a 7-day prescription. See section 9.13 (Preparation for Release). GP and pharmacy data is coordinated which assists with continuity post release.
10. A locum psychiatrist attends the prison from the UK on a regular basis. There is a forensic psychologist working with prisoners at the prison. This important specialist area is not in line with community equivalent, with the post for a clinical psychologist still vacant.

11. A prisoner living with a less serious mental health condition can fall under the primary healthcare pathway and might be supported with services such as Jersey Talking Therapies, if appropriate; or alternatively the Criminal Justice pathway, for prisoners with more serious mental issues who need specialist support.
12. We were encouraged by the appointment of a new healthcare manager in 2025 who had both clinical substance misuse experience and prison experience. They outlined several proposals that are either in the process of implementation or awaiting approval, to increase efficiency in the healthcare department.
13. The healthcare manager told us that they were working closely with a substance misuse practitioner (in place in the last 4 months) and psychiatrist to assist with the prisoners with more complex needs. In addition, the healthcare manager had also requested resources for a nurse specialising in learning disability to help support prisoners with learning disabilities.
14. When we visited in November 2025, we observed turnover in the healthcare team, including the healthcare manager and a long-serving member of staff, leading us to question the impact this could have on delivering timely and effective services to the prisoner population. Prison management has stated that delivery of care has remained consistent and prisoners have continued to receive a standard of healthcare comparable to that provided in the community.
15. In terms of numbers, 9 of the 55 applications to the IPMB in 2025 related to healthcare, compared to 10 of the 67 applications in 2024 and 17 of the 52 applications in 2023.
16. The HMIP Report highlighted several healthcare matters where progress against recommendations from the last HMIP Report in 2017 had not been achieved or only partially achieved. All of these were agreed by prison management, and responses and action taken and planned were included in the HMIP Action Plan. The IPMB will follow progress in 2026.

6. Education, Employment and Other Purposeful Activities

1. Education, training, employment and other purposeful activities are central to the prison's mission of Releasing Better Neighbours. Access to meaningful learning and employment equips individuals with skills and confidence, which are critical to successful rehabilitation and reducing the risk of reoffending.
2. Daily time spent out of cell on purposeful activity ranged from 2 hours 22 minutes to 4 hours 40 minutes over 2025. It is good to see that over 4 hours per day for 5 months of the year was achieved. Total time spent out of cell including purposeful activity is stated at paragraph 1.11.
3. Monitoring activities carried out by the IPMB in 2025 in relation to education, employment and other purposeful activities were varied and broad based including meetings with the head of reoffending, head of education and library staff, meeting with an education orderly and peer teacher (both prisoners), discussions with prisoners, visits to education classes, visits to the library and discussions with prison officers. Whilst some prisoners report positive employment, training and education activities, othe rs report waiting times and availability of courses is frustrating and demotivating.
4. Both prisoners and staff report that education opportunities have decreased over time. This is reflected in education staffing which decreased from 5 teachers in 2019 to 2.84 FTE in 2025. This is against  the backdrop of an increasing prison population. Long-term staff absence has also impacted in 2025.

Education

5. All new prisoners receive an education induction with an education orderly. It is positive to see that this prisoner role has been embedded in 2025. Education orderlies ensure that the functional skills tests are completed, mark these, and discuss targets and opportunities. This is an employed role that is both purposeful for the prisoner and saves the education staff considerable time. Education orderlies from different wings meet each week to discuss assessments and needs.

6. The following table shows assessment types and the number of prisoners who completed them:

7. Education targets are the responsibility of  each  prisoner's  personal officers to monitor. Discussions with personal officers indicate that there are often competing priorities.
8. Functional skills, creative writing, and book club were paused due to staff absence. Because of this, not all records are up to date. The IPMB question whether certain groups/clubs could continue on a peer - led basis rather than solely depending on staff to support their continued success.
9. Over the last year peer-to-peer teaching has been a success. Two prisoner cohorts have completed a basic ICT certificate taught by peers. Nine prisoners completed this course. If the barriers to maintaining the computers were overcome, an increased number of prisoners would be able to attend.
10. Prisoners can apply for Prison Education Trust (PET) or Open University courses if they have the prerequisite qualifications. Although courses can be accessed online, the prison is unable to facilitate this. Instead, paper material is delivered to prisoners. Those attending in 2025 are as follows:

Vocational

11. Most vocational courses are offered at both Level 1 and Level 2, but learners must complete Level 1 before being able to  progress to Level 2. Vocational courses are available, including painting and decorating, bicycle mechanics, barbering and horticulture. Barbering Level 2 certificate was completed by 4 prisoners.

12. The HMIP Report recommended that the number of Level 2 and higher vocational courses should be increased but the lack of budget prevented this in 2025.
13. The British Institute of Cleaning Science (BICS) was a new course for 2025 and  was completed by 15 prisoners.
14. There was a significant reduction in numbers completing Level 1 City & Guilds qualification in Painting and Decorating. In 2024, 33 prisoners (male and female) achieved Level 1 City & Guilds qualification in Painting and Decorating; however, in 2025 only 4 prisoners completed this course. We are advised that this was due to staffing levels.
15. The catering team provided SVQ Food Production Level 2 training for 2 prisoners. Employment
16. Prisoners are engaged in a variety of employment opportunities including wing duties, kitchen, servery, recycling, grounds/horticulture, carpentry, listener service, peer tutors and education orderlies.
17. Some positive examples of benefits include:

Carpentry, horticulture and recycling results in goods being sold with the proceeds contributing to the prison budget

Recycling activities support the fishing industry

Adjusting prison officers' shirts is an employment opportunity, giving prisoners the opportunity to learn a skill

Other Purposeful Activities

18. Life skills courses completed in 2025 were as follows (some individuals may have completed more than one course):

19. Gym sessions remain very popular; gym staff visit wings to encourage prisoners to take part in physical activity. Community sports clubs visit on occasion to share their expertise and motivate prisoners. Access for female prisoners can at times be restricted as a minimum of 2 females must attend a session.
20. Crochet is taught by a community volunteer on some wings with peer teaching established on L Wing. Prisoners have reported that they enjoy sharing stories while learning a craft. Female prisoners are provided with crochet resources but no tutorage.
21. The library is well used; prisoners are offered 2 sessions a week. It has a good stock of books and Jersey Library provides additional books. Discussions with prisoners indicate that reading is something that is both enjoyable in itself and useful for growing their knowledge in areas of interest.
22. Prisoners can record a bedtime story for their children. These are recorded and sent to a UK charity to be reproduced on DVD. Prisoners can do this once every 3 months or on request for special occasions.
23. The Inside Out 17'' art exhibition took place in August 2025. This was once again hosted by ArtHouse Jersey and held at Capital House with creative work by some 50 prisoners displayed. This included paintings, drawings, ceramics and crochet. The event was opened by Jersey's Bailiff and well attended, including by IPMB members, prison and probation service staff and politicians.

7. Care and Support Unit (CSU) and Complex Cases

1. The CSU is used to provide a segregated regime to manage prisoners whose behaviour presents risks to themselves or others. CSU is not intended to be used as a punishment. The main CSU is used for male adult prisoners. There are 7 cells, one of which is used for recovery of internally concealed substances. Prisoners in the CSU are allowed daily access to a shower, telephone, and exercise. The CSU cells do

not have television; however, prisoners can access books from the library. They have the same food menu as on the wings. The IPMB frequently visits the CSU, sometimes speaking through the cell door hatch for security reasons. The IPMB noted in its 2024 Annual Report that cosmetic improvements had

been made to the physical environment of the CSU. The HMIP Report found that the key recommendation on improvement of the CSU for segregated prisoners had not been achieved and there were limitations in the physical environment. The IPMB also noted that no significant improvements were made to the CSU environment in 2025, but it continues to be habitable.

2. In 2024, a section of the building that houses the CSU was designated as E Wing', intended as a progression facility for prisoners to progress from the CSU but not yet ready to return to their residential wing. While this is a positive development as prisoners on E Wing benefit from more in-cell facilities (e.g. access to a television), it is limited as E Wing is housed in the CSU building, the regime is restricted, and prisoners remain segregated. In 2025, there was an increase in long term use of E Wing by certain prisoners. The IPMB continues to monitor the use and regime on this wing.
3. During 2025, a total of 40 prisoners spent time in the CSU. The total number of person-days that the CSU was occupied was 307 (2024: 345). One prisoner accounted for 52% of all CSU days in the year. The small number of prisoners who spent relatively long consecutive periods of time in the CSU was due to the individuals not wanting or being able to return to their residential wing for different reasons.
4. There is separate provision to provide a CSU segregated regime for female prisoners, which prison management report is rarely used. However, at end of 2024 and the beginning of 2025, a female prisoner

was held in the CSU. Due to the female CSU provision being occupied by a prisoner with a serious physical health condition, the female prisoner was temporarily held in the main CSU building. The IPMB raised its concern to prison management about the appropriateness of this, which was acknowledged, and we were given assurance that the individual was moved from the main CSU building.

Prisoners with vulnerable characteristics

5. The IPMB monitors certain prisoners where there are circumstances that could make them more vulnerable in a prison setting. Such prisoners come to our attention through the application process, media reports, or regular prison management reporting. We check in on these individuals when visiting the prison and any concerns are communicated to prison management.

Complex cases

6. There were a small number of very complex cases in the year, loosely defined by the IPMB as prisoners with multiple concerns e.g. serious physical and/or mental health issues, high risk of self-harm or harm to others, alcohol/drug dependency hence making them challenging for the prison management to manage as they require various services and input from different agencies and services outside the prison. Prison management tries to manage such  individuals as much as they can; however, due to limited resources, they are sometimes unable to provide a suitable environment to meet their needs. The IPMB regularly engages with prison management and escalates individual cases where appropriate

to the JHA Minister.

Under 18-year-olds held in custody

7. Jersey does not have a separate Young Offender Institution (YOI). In March 2025, a segregated section of the prison was designated as a Young Offenders Institution under the Criminal Justice (Young Offenders) (Jersey) Law 2014 where 4 individuals aged between 15 – 17 years were held in custody. This was due to the risks that they presented being accommodated at Greenfields at the time. The aggregate number of days that these 4 individuals were located at La Moye in 2025 was 524 days (2024: Nil). The IPMB engaged with the Children's Commissioner to share our respective concerns.
8. The cell accommodation and facilities used by minors are the same as those used to accommodate adult prisoners. The IPMB observed positive efforts of prison staff to support these young people, under challenging conditions. They were offered education and had access to the prison gym and fresh air during the week, supervised at all times.

8. Neurodiversity

1. In our 2024 Annual Report, we covered neurodiversity in the prison population. There is no evidence of significant progress in 2025 for neurodivergent prisoners. This is notwithstanding the observations and comments made in our 2024 Annual Report, the HMIP Report and the HMIP Action Plan.
2. The HMIP Report found that support for prisoners with neurodiverse needs, including education, training, and work, was limited. The HMIP Action Plan agrees with this finding and has committed to the following steps:

conducting an analysis of the neurodiverse population in the prison establishment

establishing a formal identification and assessment pathway

developing individual plans to assist in the management of neurodivergent prisoners

3. The target date for achieving these steps is the end of 2026. By the time of writing this report, no material steps have been achieved; although as noted below, it is anticipated that the initial step should be commenced by the end of Q1 2026.
4. The lack of progress is most obvious in being unable to procure a diagnostic screening tool. The Do it Profiler' was identified as an appropriate online diagnostic tool but we understand that there was no available budget to obtain one.

5. As no funding was made available, a senior prison officer took the initiative to approach the local third sector to fund the Do it Profiler. Unfortunately, the efforts were without success and to date a screening tool is not available at La Moye.
6. Without the initial analysis and the subsequent data, it is not possible to plan appropriate provision at the prison nor to budget for training and reasonable adaptations.
7. Other than the above-mentioned statements in the HMIP Action Plan, we are not aware of any formal policies, procedures, plans produced by prison management.
8. 2025 saw some relevant awareness/training sessions. Awareness sessions were provided by David Breakspear to a group of prison officers which the IPMB attended, and some officers took advantage of seminars made available as part of the Neurodiversity Celebration Week events. There was no accredited training available as part of a structured plan. A small number of senior prison officers are part of the States Neurodiversity Network. DEAT (Diversity Equality Action Team) has been established by interested members of staff which attempt, amongst other things, to promote awareness of neurodiversity among prison staff and prisoners.
9. An IPMB attended a one-day local conference on Neurodiversity in the Criminal Justice System held in Jersey in October, which was the first event of its kind for the Island. Various speakers presented ideas about a variety of relevant topics, including those who had both professional and lived experience.
10. These initiatives are very much dependent on the goodwill and commitment of a small number of staff who have been given limited time within their working schedules. We understand that it is common for UK prisons to have a Neurodiversity Manager. The need for such a role to provide support at La Moye should be considered once data becomes available.
11. We hope that JHA and prison management prioritise progress in this area to support the wellbeing of neurodivergent prisoners during their time in custody and to improve their rehabilitation journey.

9. Preparation for Release

1. Making sure prisoners are best equipped for release into the community is a key interest area for the IPMB. The 7 Pathways for reducing reoffending are:

accommodation

employment, education and training

health

finances, benefits and debt

drugs and alcohol

children and family

attitudes, thinking and behaviour

2. According to the 2024 States of Jersey Prison Service Annual Report, 91% of prisoners had access to accommodation upon release. In 2025, 80% of prisoners had access to settled accommodation upon release. A total of 6% had transient or temporary accommodation, and 14% were classed as facing homelessness upon release. All prisoners facing homelessness were supported by the prison's reintegration team and were referred to the Housing Advisory Service and local homeless accommodation providers.
3. Any income support benefits will stop within 3 weeks for individuals in custody. Individuals can keep their social housing if they are able to continue to pay their rent but for many, they relinquish their tenancy and reapply for housing via the housing gateway or partnership pathway application process. This is to avoid any arrears occurring once their income support stops.

4. To live in Shelter Trust properties, individuals must have lived in Jersey for 5 years or more. It is the same for FREEDA and Sanctuary Trust properties. This significantly limits options for those prisoners released into the community who are not from Jersey, or who have lost their previous accommodation.
5. Last year 142 male prisoners and 18 female prisoners were released from La Moye. These figures include all release types including end of sentence, conditional early release (CER), transfers, deportations etc. Of those released, 66 served their 2/3rd of their sentence. Eight females were released having served 2/3rd of their sentence.
6. The HMIP Report noted that purposeful activity was not effective in preparing prisoners for release. Many of the work opportunities were of poor quality, and there was insufficient accredited training. Most of the education courses only provided opportunities for low-level achievement.' Education was a key area for the IPMB's focus in 2025 with long term staff absence, meaning the prison was without a teacher for several months. See further details in section 6 (Education, Employment, and Other Purposeful Activity). In 2024, La Moye reintroduced the release on temporary licence scheme (ROTL), meaning eligible prisoners who had served half their sentence but could not find accommodation could work in the community whilst still residing in the prison.
7. In 2025, 3 male prisoners were released from H1 wing into the community. H1 wing has changed from a prelease unit to ROTL accommodation for prisoners released on licence. There is no equivalent accommodation for female prisoners being released on ROTL licence, although female prisoners can access the ROTL scheme.
8. A further recommendation in the HMIP Report was: post-release supervision arrangements with the probation service should be strengthened to provide support and a range of enforceable measures to ensure public protection and reduce the risks of further offending.' The IPMB is aware that this requires legislative changes to be in place.
9. Because there is no mandatory post-release probation supervision for adult prisoners, only those prisoners released on CER must engage with the probation service. Prisoners who serve their full sentence have no obligation to engage with the probation service, which potentially undermines public protection and impacts the risk of reoffending.
10. The HMIP Report also recommended that suitable accommodation should be provided for high-risk prisoners on release to reflect public protection concerns. Multi agency support is provided prior to release in finding suitable housing upon or after release where available. This is an island wide issue which requires strategic approach from accommodation pathway.'
11. The Connect Me' events held at the prison are focused on prisoners approaching release. These events are held every 6 months and were held in April and October last year. In April, 53 prisoners applied to attend, and 50 applied to attend in October. Both events were attended and supported by up to 30 external agencies made up of charities, government departments and local employers. This is a positive initiative for prisoners to help them prepare for release.
12. All prisoners on medication should be released from La Moye with a prescription for 7 days that they can collect at a pharmacy of their choice. We understand from a monitoring visit that this does not always happen and in some cases, prisoners can unintentionally leave without their medication, meaning they can go days without a prescription until the issue is resolved.
13. The absence of system wide data on reoffending limits the prison's ability to evaluate the longer-term outcomes of its rehabilitation work.

10. Staffing, Budgetary Resources and Regime

1. This section considers the interrelated matters of the regime (including time spent out of cell), budget, and staffing.
2. September saw a new Governor, Paul Yates OBE, join the prison on a fixed three-year term, which resulted in changes in the key leadership positions filled by long-standing senior employees.
3. The number of staff on the payroll is governed by the overall budget allocated to the prison. The total staff at La Moye numbers 142 (2024: 135) of which 102 (2024: 102) are uniformed officers.
4. Other staff include administration staff, engineering and facility management, teachers, vocational training instructors, health workers, a psychologist, and chefs. Of the 102 uniformed officer roles, there were 6 vacancies at year end.
5. A small number of new prison officer recruits joined the prison service and started their training towards the end of the year.
6. As was the case in 2024, La Moye continued to experience staffing pressures throughout the year. The IPMB understand there are several contributory factors including:

sickness related absence, both short and long term

a court mandated no-contact list related to certain prison officers and one prisoner

staff being on restricted duties

court transfer prisoners having to be escorted by prison officers (prior to June 2025, these escorts were undertaken by the States of Jersey Police)

The custody of individuals under 18 years in a segregated area of the prison designated as a YOI – see section 7 (Under 18-year-olds held in custody) for further information.

7. Overtime has, in part, been used to cover gaps, but this is costly, impacting an already pressured budget. This approach can also be counter-productive, running the risk of burn-out and stress.
8. The initiative to utilise the skills of prisoners continued in 2025 with employed roles successfully including education orderlies and peer-to-peer teaching.
9. The second half of 2025 saw changes to the prison regime to address staffing and budgetary constraints resulting in a reduction in purposeful activities and association reduced by one night per week. Changes also included ensuring that employed prisoners attended gym sessions outside of working hours. The IPMB notes that these changes, whilst impacting the regime, have not had a detrimental impact on time out of cell for prisoners with an incremental improvement in 2025 average time out of cell statistics compared to 2024.
10. We are concerned with the continued shortage of educational and vocational trainers throughout the year. See section 6 (Education, Employment and Purposeful Activity) for further information.
11. Recent measures have been implemented by prison management in relation to food to manage cost, increase self-sufficiency from produce grown in the compounds and to eliminate waste.
12. Prisoner payroll comes from the overall budget allocated to the prison. We note that it has been some time since prisoners received a pay increase, against a backdrop of rising canteen items and other prisoner costs such as phone calls.
13. Budgetary constraints caused not least by staffing challenges and a continued increase in prisoner population numbers, resulted in a sizeable overspend by year end. The IPMB is very conscious of the challenges, pressures and implications of operating a prison safely, securely and in the best interests of prisoners' rehabilitation against a background of budgetary constraints.

11. Additional Activities

1. In addition to the core activities of monitoring visits, applications visits and board meetings, members undertook a wide range of other activities, all of which contributed to the fulfilment of the IPMB's statutory responsibilities.
2. The Chair or Deputy Chair held periodic meetings with the JHA Chief Officer to discuss relevant matters arising.
3. The cohort of new IPMB members recruited towards the end of 2024 undertook an onboarding and training programme comprising Egress orientation sessions, prison familiarisation visits, and a series of support sessions with an experienced member.
4. Training in personal protection was also undertaken by several members.
5. A meeting (and correspondence) with the Children's Commissioner was held to discuss the care of individuals under the age of 18 held at La Moye.
6. The Chair took part in stakeholder sessions as part of the recruitment process for the new Governor, and, along with the Deputy Chair, attended the Scrutiny Panel in relation to the HMIP Report and HMIP Action Plan to observe proceedings and witness the scrutiny.
7. All IPMB members attended individual annual feedback meetings, the outcome of which was shared at our annual strategy session in December.
8. The prison art department's Inside Out 17 Art Exhibition was hosted by ArtHouse Jersey at Capital House

in August/September, showcasing a wide range of excellent artwork created by prisoners. Five IPMB members attended.

9. One member attended a one-day local conference on Neurodiversity in the Criminal Justice System held in Jersey in October, which was the first event of its kind for the Island. Various speakers presented ideas about a variety of relevant topics, including those who had both professional and lived experience.
10. A further recruitment drive for new IPMB members took place in the latter part of 2025, involving many members who variously took part in drop-in sessions in Jersey Library, fielding telephone calls, conducting in-person meetings, and interviewing applicants.
11. Numerous and diverse additional meetings and research activities were carried out in preparation for the writing of the Annual Report.
    12. Acknowledgements

1. All serving members participated in preparing this Annual Report; either drafting or reviewing sections, for which my thanks go to members.
2. Members of the Board at the end of 2025 were:

• Norma O'Sullivan, Chair (until 30 September 2025)
• Grant Rogerson, Deputy Chair (until 30 September 2025), Chair (from 1 October 2025)
• Vycki Price , Deputy Chair (from 1 October 2025)
• Julia Thérézien
• Natalie Le Tourneur
• Sylvia Awori
• Cris Lakeman
• Emily Smith

• Mark Lewis
• Andrea John (until December 2025)

3. Our thanks and appreciation go to the current and former members who served during 2025; thank you for your contribution, the perspective and experience that you individually brought to the role and the consideration you show in dealings with prisoners. Being an IPMB member requires commitment and determination, and it can be challenging and time-consuming; yet it is a rewarding and important voluntary position.
4. Most especially, the Board extends its sincere thanks to Andrea John who completed over two full terms

in December 2025 and whose wisdom, knowledge and experience  of prison monitoring matters  is immeasurable. Andrea served as a member, Deputy Chair, and Chair during her long and dedicated tenure. We will miss her wise words and ability to pinpoint and address issues with clarity and precision.

5. I'm delighted that Grant Rogerson was willing to  step into the role of  Chair from 1 October 2025  and together with the new Deputy Chair, Vycki Price , they will make a strong team to lead the IPMB into 2026 and beyond. In my continuing role as  a member,  I look forward to supporting them  both  in their new roles.
6. We are fortunate to work  with an enthusiastic  team keen to continuously improve. As a Board, we continue to review and adapt roles, responsibilities, and practices to allow members to contribute in the most effective way to suit their skills and experience.  Following our annual review of our practices in December 2025, we have implemented further enhancements to our operations for 2026.
7. We are assisted by JHA staff who support us in areas such as governance, administration, annual review and recruitment processes, and we rely on and appreciate this support very much.
8. Our thanks and appreciation go to Artur Soliwoda who was Acting Governor for the majority of 2025. We are reassured that La Moye continues to benefit from his approach, experience and knowledge  in his continuing role as Deputy . We look forward to getting to know new Governor Paul Yates OBE and working in a collaborative way with him and the wider prison leadership team. We are grateful to all prison staff who interact positively and openly with us.

Norma O'Sullivan

Chair (until 30 September 2025)

Grant Rogerson

Chair (from 1 October 2025, Deputy Chair until 30 September 2025)