States of Jersey Prison Service: Annual Report 2024

R.123/2025

1

According to Prison (Jersey) Law 1957, revised in 2018 (23.775),  

1. The Minister shall each year, present to the States a report on the prison for the preceding calendar year.[23]
2. The report shall contain –  

1. a statement of the accommodation at the prison and the daily average and highest number of prisoners confined therein;  
2. particulars of the work done by prisoners in the prison;  
3. a statement of the punishments inflicted in the prison and of the offences for which they were inflicted.[24]

This report covers 2024, providing an overview of the performance of the prison in this time and responding to the aspects outlined in Jersey Prison Law.

Contents

1. Our purpose .................................................................................................................................................................... 1
2. Introduction .................................................................................................................................................................... 3
3. Progress summary ........................................................................................................................................................ 5
4. Prison infrastructure .................................................................................................................................................... 6

1. Prisoner accommodation................................................................................................................................. 6
2. Development and redevelopment plan ..................................................................................................... 8

5. Prison population ......................................................................................................................................................... 9

6. Prisoner receptions .................................................................................................................................................... 10

1. Receptions per year ......................................................................................................................................... 10
2. Receptions by nationality, 2024 .................................................................................................................. 11
3. Repeat prisoner receptions ........................................................................................................................... 12

7. Prisoner employment ................................................................................................................................................ 13

8. Adjudications ................................................................................................................................................................ 14

1. Offences ............................................................................................................................................................... 14
2. Outcomes ............................................................................................................................................................ 14

9. Conclusion ..................................................................................................................................................................... 16

1. Reflecting on 2024 ........................................................................................................................................... 16
2. Looking ahead to 2025 ................................................................................................................................... 17

1. Our purpose

The States of Jersey Prison Service (SOJPS) operates the only prison in Jersey and is resourced to provide accommodation for up to 200 prisoners. It is a small but complex prison serving the island's Magistrate's and Royal Court, holding remand and sentenced prisoners of all security categories, genders, and age ranges (including juveniles on a case-by-case basis), and dealing with repatriation and deportation cases.

Our role in community safety

Community safety is at the heart of our mission. By balancing secure custody with effective rehabilitation, the States of Jersey Prison Service plays a vital role in protecting the public today, while investing in safer communities for tomorrow.

SoJPS is contributing to the safety and security of our Island through the lawful, secure, and humane custody of individuals remanded or sentenced by the courts, while also delivering a rehabilitative regime that supports long-term public protection.

Our work extends beyond containment and focuses on addressing the root causes of offending. We aim to rehabilitate individuals and reduce the risk they may pose to the community upon release.  

We recognise the importance of considering victims and the wider community in everything we do. Initiatives such as restorative justice, victim awareness programmes, and reparation work help prisoners understand the impact of their actions and take responsibility for making amends.

The establishment's purpose is defined as:

The purpose of the States of Jersey Prison Service (SoJPS) is to contribute to the Government's vision for Jersey to be a place to live, work and visit, where people are safe and feel safe, which is free from discrimination and where rights and differences are respected.

This is done by working to rehabilitate offenders and reduce reoffending, helping prisoners to be job ready, community ready and personally ready for reintegration to the community on release, while focusing on the well-being and training of the workforce.'  

Mission statement

Releasing Better Neighbours' by:

• Supporting justice and the safety of the Island by keeping in custody those committed by the Courts

• Providing an evidence-based rehabilitative environment to ensure that prisoners can lead useful lives in custody and on release

Our aims

• Provide a safe, decent, secure, and healthy environment for all who live and work in SOJPS (States of Jersey Prison Service)

• Provide a rehabilitative ethos for prisoners to address all 7 pathways to reduce risk of reoffending that is fully integrated with Probation and aftercare services

• Work  across  Government  and  other  jurisdictions  to  make  best  use  of  expertise  and economies of scale

• Achieve consistently good outcomes in accordance with HMIP (His Majesty's Inspectorate of Prisons) expectations

• Make efficient use of resources, evidence, and data to achieve outcomes for offenders

• Embrace technology and be innovative in developing the service to be the most effective in the world, whist continuing to celebrate Jersey culture and traditions

• Promote diversity and inclusion, empowering and developing our people at all levels within the organisation to fulfil their potential and succession plan for the future

Our values

• Be open, transparent, and accountable for what we do

• Be service orientated and seek to work in the public interest

2. Introduction

The States of Jersey Prison Service (SOJPS) experienced high demand in 2024, with 337 total custodies accommodated. The average number of prisoners housed daily was 12% higher than 2023, with the average daily occupancy rate rising to 77% from 69%, and a peak occupancy rate of 88% recorded in December. SOJPS is observing an ongoing trend in population increase; in 2023 the average daily population was 138, in 2024 the daily average reached 155.

Population pressures were most prominent within the vulnerable prisoner accommodation unit (VPU) on Journeaux Wing, which has a maximum standard accommodation capacity of 59 prisoners. The average number of prisoners accommodated within the VPU in 2024 was 8% higher than 2023 and 15% higher than 2022. A peak occupancy rate of 100% was recorded in November, with an average daily occupancy rate across the year of 89%. To mitigate this ongoing capacity pressure, the prison has  implemented  a  temporary  expansion  to  vulnerable  prisoner  accommodation, allocating  an additional four beds to increase standard capacity to 63 prisoners.

In mid-2024, the prison experienced a change in leadership. Deputy Governor Artur Soliwoda stepped up as Acting Governor following the departure of the preceding Governor Susie Richardson, after three-and-a-half years of service.

Efforts to promote rehabilitation through the 7 Pathways Reducing Reoffending Strategy continued throughout the year. Working closely with Employment, Social Security and Housing and temporary housing  providers,  the  Reintegration  Team  ensured  that  91%  of  prisoners  had  access  to accommodation on release. However, lack of housing availability and rising rental and deposit costs continue to pose a challenge in securing suitable stable accommodation for people leaving prison, with 46% of accommodation placements being transient or temporary, such as shelters or guest houses. Stable accommodation is a contributing factor in successful reintegration, therefore from 2025, reporting will focus on stable accommodation figures.

Within the Employment, Education and Training Pathway, 79% of convicted prisoners engaged in education or vocational training courses. 78 vocational qualifications were achieved, including City & Guilds Horticulture, City & Guilds Painting and Decorating, and Barbering. Nine prisoners undertook additional distance learning or Open University courses. The Prison Service recognises the need for development of education provisions and will continue exploring options to improve the availability of courses for prisoners.

A new Prison Healthcare Model was implemented to ensure that prisoner health, well-being and social care services standards. The model aims for the clinical staff to be employed through Health and Care Jersey (HCJ) and deployed into the prison. The standard of provision is in line with what patients could expect to receive elsewhere in the community. In partnership with HCJ, a joint approach to the oversight, delivery, and development of healthcare within the prison has been formalised.

A prison administration review was also completed with the aim to deliver significant positive outcomes across the prison service. By streamlining roles, clarifying responsibilities, and aligning administrative functions with operational priorities, the review has improved efficiency, reduced duplication, and enhanced communication between departments. This has led to more accurate record-keeping, and stronger support for frontline staff. The reorganisation has also enabled better data management and reporting, contributing to informed decision making and improved compliance with  governance  standards.  Overall,  the  restructure  has  strengthened  the  foundations  of  a professional, responsive, and accountable prison service.

His Majesty's Inspectorate of Prisons performed an invited independent inspection in November 2024. Findings and recommendations from the inspection will inform priorities for delivery and change in 2025 and beyond.

3. Progress summary

An overview of developments across the reporting period.  2024

• His Majesty's Inspectorate of Prisons undertook an invited inspection between 11th and 24th November. Post-inspection feedback identified the prison as safe, decent, and secure with outcomes for prisoners in safety and respect regarded as good, resettlement regarded as reasonably good and purposeful activity regarded as poor. The full inspection report was published in February 2025.

• Following a review of resettlement needs for prisoner leavers, the prison reintroduced the Release on Temporary Licence policy which allows prisoners who served half of their sentence and  were  approved  for  Conditional  Early  Release,  but  were  unable  to  find  suitable accommodation, to be released on temporary licence to work in community whilst still residing in prison.

• After a three-year gap in delivery of the Thinking Skills Programme (TSP) due to a lack of trained staff, the programme was again delivered to prisoners in 2024. TSP is a cognitive- behavioural  intervention  designed  to  help  individuals  to  develop  effective  self-control, problem-solving, and interpersonal skills. The programme targets patterns of thinking linked to offending behaviour to reduce risk of reoffending. 23 prisoners completed TSP in 2024.

• Joint working with other Government Departments led to successful recycling of fishing equipment. By the end of 2024 we have been able to recycle 9000 metres of gill and tangle net, 66 tonnes of rope and 430 pots.

• A focus on increasing employment opportunities for prisoners within the prison had a positive impact in 2024 resulting in an average employment rate of 89% for fit-to-work convicted prisoners, an improvement of 4% on 2023, and 17% higher than 2022.

• Introduction of the electronic prisoner's application process to improve the efficiency in processing time, transparency, and confidentiality.

4. Prison infrastructure

Overview of existing accommodation at the prison and planned program of redevelopment  

1. Prisoner accommodation

Prisoners  are  accommodated  in  four  main  wings  (Hocquard  Wing,  Women;  Journeaux  Wing, Vulnerable Prisoners; Kendall Wing, general population, and Laugeard Wing, enhanced prisoners) as well as a separate segregation unit (CSU) and step-up unit, which are opened when required.

All cells on main residential wings have in-cell sanitation, access to a kettle, telephones, TV, and access to information technology. Cells on H Wing have in-cell showers.

Stair lifts are installed in H Wing, the gym, and the building accommodating our library and chapel to improve access to prison facilities for disabled prisoners. In addition, platform lifts are installed on J, K and L Wings.

Journeaux (J) Wing: Vulnerable Prisoner Unit

The prison has experienced consistent Vulnerable Prisoner (VP) population pressures since July 2023. The Vulnerable Prisoner Unit has standard accommodation capacity for 59 prisoners (in 20 double and 19 single cells) with an additional two single-occupancy safer cells. The average daily VP population in 2024 was 53, with maximum capacity reached in November 2024.

In response to the ongoing capacity pressures, the prison has implemented a temporary expansion to VP accommodation, allocating an additional four beds to increase standard accommodation capacity to 63 prisoners.

Figure 4.1: Daily Occupancy – Vulnerable Prisoner Unit, 2022-2024  

Kendall (K) Wing: General Population

Standard accommodation capacity for 55 prisoners (in 12 double and 31 single cells), including an accessible cell for physically disabled prisoners, with three additional single-occupancy safer cells.

Laugeard (L) Wing: Enhanced Regime Unit

Standard accommodation capacity for 86 prisoners (in 26 double and 31 single cells) including two accessible cells for physically disabled prisoners, with three additional single-occupancy safer cells.

All prisoners on L Wing are on an Enhanced regime' due to their positive conduct in custody. Hocquard (H) Wing: Female Wing

Standard accommodation capacity for 19 prisoners (in 2 double 15 single cells) with an additional two single-occupancy safer cells.

H1 Prerelease Unit  

Short-term accommodation with operational capacity for 8 prisoners in single cell occupancy.

H2 Care and Separation Unit

Short-term accommodation with operational capacity for 3 prisoners in single cell occupancy.

2. Development and redevelopment plan

The prison has a long-term development plan which includes the demolition of several original buildings which have been vacated due to concerns that they are no longer safe or fit for purpose, and which date back to the early 1970s. An updated business plan was submitted in 2019, forming part of the Government's existing modernisation plan and includes the provision of facilities to support an improved focus on reducing reoffending.

A further review was completed in 2024 to include changes to Care and Separation Unit, Step-Up Unit, replacement of the perimeter fence, and demolition of old buildings. Below are the development phases following the most recent review:

Phase 6B

(Demolition A, B & C Wings) - £1.8m investment in 2020/21. Project tendered. Completed in Q1 2024.

Phase 7  

Care and Separation and step-up unit and demolition of E Wing. Commencement date not confirmed. Duration 12 to 18 Months. Estimated costs £7,954,947.

Phase 8  

New  Education  and  Workshops.  Demolition  G  Wing,  RSMU,  vacated  workshops  and  isolated portacabin education units. Commencement date to be confirmed. Duration 16 to 24 Months. Estimated costs £18,467,417.

Phase 9  

New Healthcare. Demolition of old Healthcare and old staff building. Commencement date to be confirmed. Duration 12 to 18 Months. Estimated cost £4,583,944.

Phase 10  

Replacement of perimeter security outer fence with a wall and inner fences. Commencement date to be confirmed. Estimated costs to be confirmed depending on the chosen option.

5. Prison population

Average and maximum number of prisoners held at the facility daily  

The maximum number of prisoners that can be accommodated daily is 200. Daily population peaked in December 2024 at 176, with the prison reaching an occupancy rate of 88%.

The average daily prison population increased 12% to 155 in 2024, up from 138 in 2023. The annual average occupancy rate rose to 77% from 69%.

The average daily population of male prisoners increased by 11% from 131 to 145 versus 2023, while the average daily population of female prisoners increased 43% from 7 to 10.

Population pressures were especially observed in the Vulnerable Prisoner Unit, with an average daily population of 53, and an average daily occupancy rate of 89%.

No intra-UK transfers of prisoners occurred in 2024. Whilst this had a slight impact on population levels, it is not a notable contributor to the ongoing increase in population.

Figure 5.1: Daily population, 2022-2024

Table 5.2: Average and maximum daily population by gender, 2022-2024

6. Prisoner receptions

New custodies of remand and convicted prisoners

1. Receptions per year

There were 177 receptions (new custodies) in 2024, 5% higher than 2023, and 25% higher than 2022.

In recent years a higher number of receptions has been recorded compared to releases. In the three- year period between 2022-2024, a total of 483 new custodies began (receptions) and 469 custodies ended (releases), resulting in a net increase of prisoners, with prison facilities operating near capacity towards the end of 2024.

Convicted prisoners who entered prison between 2022-2024 received an average sentence of 4 years and 7 months. Longer sentence lengths coupled with the net increase of prisoners in this period mean that population pressures will not immediately be offset by releases, leading to continued population growth and capacity constraints impacting the prison's ability to accommodate future admissions.

Figure 6.1: Annual prisoner receptions by gender, 2022-2024

2. Receptions by nationality, 2024

British nationals account for most new receptions, followed by Jersey nationals which when combined account for 67.5% of all new receptions.

In 2024, 42.5% of new receptions were British, 25% were Jersey nationals, 12.5% were Portuguese, and 6.25% were Polish. No significant changes in prisoner country of origin have been observed against the previous period of 2023.  

For male prisoners, 44.5% of new receptions were British, 25% were Jersey nationals, 10% were Portuguese, and 6% were Polish. Due to small numbers, the nationality of female prisoners received is not reported to protect the privacy of individuals.

Figure 6.2: Prisoner nationalities, 2024

Total Population   New Receptions

3. Repeat prisoner receptions

37% of new custodies in 2024 were for prisoners who had at least one previous recorded custody with the States of Jersey Prison Service:

• 20% of receptions were for reoffenders who re-entered custody within 12 months of their previous release.

• 17% of receptions were for repeat prisoners who re-entered custody more than 12 months after their previous release.

The number of repeat prisoner receptions per year has remained relatively steady over the last three-year period, averaging 70 custodies annually, half of which are attributed to reoffenders. Repeat prisoner receptions were 17% lower than 2023, and 3% lower than 2022.

Table 6.3: Custody receptions of new and repeat prisoners, 2022-2024

7. Prisoner employment

Prisoners in paid employment within the prison

Prisoners are employed in many areas of the prison, including the kitchen, horticulture, bike workshop, carpentry  workshop,  education  and  wing  related  work.  A  focus  on  increasing  employment opportunities for prisoners within the prison in 2024 had a positive impact resulting in an average employment rate of 89% for fit-to-work convicted prisoners, an improvement of 4% on 2023, and 17% higher than 2022.

Prisoners who are retired or have a disability that prevents them from undertaking employment are excluded from the fit-to-work cohort. While a prisoner may be physically fit-to-work, they must also meet the expected security and behavioural criteria in order to be granted prison employment.

Table 7.1: Employment rates for fit-to-work convicted prisoners, 2022 – 2024

8. Adjudications

Disciplinary charges laid against prisoners (adjudications) and sanctions applied  

Despite a 12% increase in the average prison population against 2023, the average number of disciplinary charges laid against prisoners at population level fell by 9%. 369 charges were laid, with 122 of these cautioned, dismissed or not proceeded with (33%).

In 2024, Prison management revised the approach for how less serious breaches of prison rules are addressed, implementing behaviour reports instead of discipline reports to encourage positive behaviour changes.

A small number of prisoners continue to account for a disproportionate number of breaches of prison rules, with 10 individuals accountable for 38% of all adjudication offences. Those prisoners are managed and supported through individual case management plans.

1. Offences

Against the previous year, increases are observed in adjudications involving Disobeys or fails to comply with any rule or direction' (+45%), Possession of an unauthorised article or substance' (+44%) and Fighting' (+67%).

The number of charges for Threatening, abusive or insulting words or behaviour,' previously the top adjudication offence, fell 25%. Improvements were also observed for Destroys or damages any part of the prison or any property,' Disobeys any lawful order,' and Endangers the health or safety of others' offences.

2. Outcomes

For adjudications not dismissed or cautioned, 235 sanctions were applied including loss of special privileges,  loss  of  association  time,  loss  of  associated  work,  loss  of  earnings,  and  cellular confinement.

Total time spent by prisoners in cellular confinement (CSU) in 2024 was 345 days. Notably, of the 36 individuals who spent time in CSU, three prisoners account for 60% of the total: one accounting for 34%, two accounting for 13% each. Confinement of these prisoners was implemented only when they posed a significant risk to other prisoners or staff.

Less than 2% of all adjudication offences were referred to the police, with referrals occurring only in cases where charges met a criminal threshold.

Table 8.1: A summary of disciplinary charges laid against prisoners (adjudications) and sanctions applied, 2022-2024

 *'Loss of Privileges' can include Loss of Special Privileges, Loss of Association, Loss of Associated Work, and Loss of Earnings. Total sanctions may be higher than charges proceeded if an offence results in the loss of more than one privilege.

9. Conclusion

1. Reflecting on 2024

2024 was a pivotal year for the States of Jersey Prison Service (SOJPS), marked by significant developments in leadership, strategic direction, and external collaboration.

A key milestone in 2024 was the hosting of an inspection by Her Majesty's Inspectorate of Prisons (HMIP). This was an invaluable experience for both our leadership team and frontline staff. The constructive feedback and examples of best practice provided a strong foundation for reflection and continuous improvement across our operations.

In parallel, SOJPS made meaningful progress in implementing the recommendations from the Investigatory Powers Commissioners Office (IPCO) inspection. These improvements reflect our commitment to accountability, transparency, and ongoing development of a safe and decent custodial environment.

The summary of achievements in Section 3 illustrates the commitment to improving prisoner outcomes and the continuous development of policies and practices in the SOJPS.

During the year, we undertook a review of our strategic objectives. In line with the wider Government of Jersey approach, we introduced the BIG 5' priorities - an organisational focus on the five most critical areas for impact and improvement. This realignment has enabled us to sharpen our focus, enhance resource allocation, and ensure efforts are concentrated where they matter most.

Through proactive engagement with Cross Border Transfers and His Majesty's Prison and Probation Service (HMPPS), SOJPS successfully reinstated Intra-UK transfers for British nationals. Effective from early 2025, this initiative supports population management while enabling eligible prisoners to be closer to their familiesan important factor in promoting rehabilitation and reintegration into the community.

SOJPS continues to develop joined up working with the Probation and After Care Service, Children Commissioner's Office, Highlands College, and several other Government Departments and external agencies.

SOJPS worked effectively with the Independent Prison Monitoring Board and were well supported by the Minister for Justice and Home Affairs and the JHA Chief Officer.

2. Looking ahead to 2025

Looking ahead, SOJPS will build on the momentum of 2024 by embedding the lessons learned from the recent HMIP inspection, and our partnerships, into everyday practice. In 2025 and beyond, we will focus on deepening our collaboration with criminal justice and community partners to support better rehabilitation pathways to support reducing reoffending.

Further strategic development will include delivery of our BIG 5' priorities:

1. Implementing accepted recommendations and feedback following the HMIP inspection in relation to healthy prison tests
2. Developing the personal officer framework to ensure it provides adequate support for prisoners, aligned with the Seven Pathways for Reducing Reoffending
3. Developing a local security strategy for the prison to ensure a safe and secure environment for everyone living and working in the SOJPS, as well as the wider community
4. Review  of  the  Strategic  Reducing  Reoffending  objectives  and  structure  to  enhance outcomes for prisoners. The review will focus on improving opportunities within prison and post-release by working with the Jersey community
5. Developing an interventions strategy for the needs of the prison population. These will also incorporate recommendations from Government initiatives including VAWG and legislative changes

A continued focus will be placed on addressing the expectations set out by HMIP, ensuring that their recommendations are fully integrated into our operational and leadership approach. We will also review our prison development plan to meet the demands of an increasing population, ensuring our infrastructure and services remain fit for purpose.

We will focus on continuous refinement of our priorities ensuring that they evolve in response to emerging challenges and evidence-based practices. These initiatives will reinforce our commitment to delivering a safe, secure, respectful, and progressive custodial environment for all.

Artur Soliwoda

Acting Governor

States of Jersey Prison Service