MEDIA RELEASE

In a Report tabled in Parliament today, the Inspector of Custodial Services stated that the State's main maximum-security prison, Casuarina, was stable and well-managed at the time of the 2007 inspection. In a context where the State's prison system as a
whole was overcrowded, Casuarina was in a better position than other prisons to carry its share of the excess population without putting the regime at risk. This was for a combination of reasons, including good staffing levels and a settled management
team.

Consequently, some strategic thinking about prisoner welfare can take place. A notable example concerns the development and commissioning of a 'Displaced Aboriginal Prisoners' Unit'. This is a Unit where prisoners from 'out-of-country' can at least have the consolation of being confined in a culturally supportive situation with fellow countrymen. The transformation of the Unit – previously a special management area with caged dog-runs for prisoners to exercise – has been remarkable, and is a great credit to the local management team.

In much the same spirit of trying to take account of the concerns of prisoners, local management have since the inspection commenced a consultation process with both staff and prisoners about what form a restricted smoking regime should take. The Minister for Health is committed to a no-smoking policy for WA prisons – a policy that has already been successfully implemented at another closed institution, the Frankland Unit at Graylands Hospital. Prisons have responded to this policy push in
varying ways, though all, including Casuarina, now prohibit smoking in enclosed public areas within prisons.
In Quebec, Canada, a riot occurred in February 2008 when smoking was banned altogether, forcing the prison authorities to reverse that order. Casuarina management have thus decided to try to test the waters by ascertaining through the consultation process what prisoners (and staff) will tolerate as the Department inexorably moves towards restricting smoking even more in prisons. This is good management practice.

An enduring problem, identified once more at the 2007 inspection, is that of staff bullying of other staff. This mostly relates to new staff straight out of the training academy and to female staff of whatever vintage. Typically, quite a small number of staff are involved; and when challenged on the matter management can always tell one by name who they are. The problem for many years is that the Department has lacked a performance appraisal and management system, so that there is no due process way in which to counsel, reprimand, transfer out and ultimately dismiss the perpetrators. Bullying of colleagues has thus been lacking in any sanction.
As from 1st July 2008 Casuarina will be piloting a new performance appraisal and management system. It is a good place to start both because there is a known problem that needs to be addressed and because the local management team possesses the
skills and commitment to make the system work.

There also remains, unfortunately, bullying of some prisoners, particular in the protection areas that house sex offenders and the like. Such conduct must also be brought within the performance management system, at Casuarina and throughout the State. On balance, Casuarina is a good prison, performing well. Those of us who recall its condition before the 1998 riot, followed by its repressive and fearful atmosphere for several years thereafter (still evident at the time of our 2001 inspection) should applaud the marked improvement that has occurred in the last three years.

Richard Harding
Inspector of Custodial Services.
Professor Harding, the Inspector of Custodial Services, is overseas. The Acting
Inspector, Mr Barry Cram, is available for comment from 12 noon on 6th May.